Gregg Stocker, author of the book “Avoiding the Corporate Death Spiral” has this to say about one of the disruptive risks of doing a deal:
Although true of any size company, small companies must be especially careful that an acquisition does not become such a distraction that it pulls management attention away from running the organization as a whole.
Stocker’s observation is true in both the deal-doing process and the integration process but in the latter the converse is also true. Integrating two companies is a complex, long-running and very challenging process and senior management must not let the day-to-day fires of the underlying organizations keep them too far from it. Managing a company and a deal is a true balancing act.