s most costly and risky aspects, there are many other factors the IIC must consider in order to make merger integration a success. The merger can impact all aspects of the company. It can change how business is done and even change an IIC's business focus. There may be an impact on branding, products and services sold, target markets, pricing and product and service delivery. In time-pressured, real-world situations, the challenge is to manage the integration and deliver expected benefits while continuing to run the business. The key to success is a disciplined approach and a well-defined merger integration program. The program needs to temper the need for expediency while managing defined business objectives. The IIC must understand the business drivers for the merger, and should tailor the merger integration program to meet the merger's objectives. Successful merger integration programs address many aspects, including people, process, technology and resources - all driven by the merger's objectives. In addition, the integration effort must incorporate existing projects and initiatives that impact post-merger objectives. From a people perspective, different skills may be required for merger integration. Training and employee development will be important in order to fulfill objectives. The organizational structures of the separate entities must be merged and rationalized and new leadership may be required. To minimize confusion, fear and attrition, communications and change management programs must be implemented. Resources of both the acquired company and acquiring company will need to be consolidated, including facilities, data centers, warehouses and inventory. Partnerships and intellectual property may also require consideration. From a process perspective, the IIC must rationalize and merge business processes. Roles and responsibilities will be affected. New operational metrics will be needed based on the merger's objectives, particularly if the impetus behind the merger includes scale economies. Converting