The deal is done and the promise has to be kept. Integration fails structurally long before it fails financially, and the failure is visible in the same dimensional gaps the deal reading computed. The integration plan is not a workshop output; it is the arithmetic of the gap.
The integration architecture from the gap computation: what merges, what stays separate, and why.
Sequencing to absorption: the order of work set by what the combined business can take.
Governed delivery to a date in writing, with drift caught while it is still cheap.
Value realisation tracked against the pre-signing reading, not a revised baseline.
Most acquisition value is lost after signing, in the integration the deal team never planned.
Deficiencies addressed versus ignored are separated by a $59.9bn outcome differential across the validated record.
One business, one structure, measured whole against the promise you signed.