As  part of its growth strategy, the company acquired another one in a complimentary business area. The  acquisition operated from premises a significant distance fom the company and although areas of technology overlapped, there was a large amount of divergence.

In order to evaluate the acquisition, an initial joint project was undertaken to re-engineer a product that was sold into one of the acquiring company's market areas. Initially the acquiring company wanted to undertake the analysis covertly, but after discussions about the core objectives of any change  management required, they agreed to an open approach, where the acquisition company's personnel were informed of the objectives and participated actively in the integration strategy formulation.

A  strategy was proposed and accepted for the initialisation, transition and completion of the integration, covering the locaion, operational, marketing, personnel and technology aspects. This lead ultimately to the successful integration of the acquisition into the company's business.