Cost reduction was the driver for this merger between two leading entertainment companies. The priority was to identify and quantify merger-related synergies, as well as organizational and IT integration plans and blueprints. In an Accenture research study, nearly one-third of senior executives chose IT integration as the most critical factor in the overall success of a merger—above management and leadership. The supply chain, manufacturing and procurement functions also needed to be integrated. However, because information exchange was not permitted during the 10-month SEC review and approval procedure, the two parties to this deal faced a real challenge if they were to realize the full deal value as quickly as possible following deal close.