The document discusses various aspects of integrating organizations during a merger. It notes that the type of merger determines the mode of integration and can involve retaining, losing, or creating new identities. Successful integration requires combining systems, processes, strategies, reporting structures, and most difficult, integrating people. It also requires changes to mindsets, cultures, behaviors, redistributing power and authority. Real integration cannot begin until any resentment between organizations is addressed. Key factors for successful integration include assessing the speed of change, establishing clear leadership, communicating clearly, maintaining customer focus, making tough decisions, and dealing with resistance. Potential pitfalls include failing to create urgency for change, lacking a vision, insufficient communication, and not anchoring changes in corporate culture.