After a deal, rationalise overlapping products quickly with value‑based criteria tied to the deal thesis. Use zero‑based design, early integration planning, and cybersecurity diligence to protect and grow value.
A first principle when pruning overlapping offerings is to tie decisions to ______.
the deal thesis and quantified synergy/value tree
engineering headcount historical allocations
last quarter’s roadmap only
internal politics and legacy brand pride
“Full‑potential PMI” advocates ______ to unlock more value during integration.
combining integration with transformation rather than sequencing them
treating integration as purely IT cutover
keeping duplicate platforms indefinitely
waiting a year post‑close before any change
Zero‑based portfolio design means you ______.
copy the larger company’s stack by default
freeze all change to avoid disruption
run a brand vote and keep both products
rebuild the combined offering stack from first principles, not defaults
Early integration planning improves outcomes mainly because it ______.
removes all culture risks automatically
eliminates the need for a separation plan
aligns Day‑1 to Day‑100 actions with the value thesis
guarantees regulatory approval in every jurisdiction
Cybersecurity due diligence matters for portfolio choices because it ______.
determines board composition
reveals hidden risks and costs in platforms you might retain
sets marketing taglines for new brands
replaces financial statement audits
When two products overlap, a typical keep/retire rule is to ______.
keep both to avoid hard decisions forever
choose based on which team is larger
keep the product with superior unit economics and growth potential
retire the product with the happiest customers
Carve‑outs and divestitures are used in rationalisation primarily to ______.
bypass disclosure obligations
avoid all integration work indefinitely
increase organizational complexity
shed non‑core assets and refocus the portfolio
A value‑realisation office (VRO) helps by ______.
owning only press releases
replacing the CFO for all modeling
tracking synergy delivery and resolving cross‑functional roadblocks
issuing code freeze policies company‑wide
Market shift scenarios (e.g., tariffs) should influence rationalisation by ______.
avoiding any change to preserve comparability
locking the portfolio to last year’s geography mix
stress‑testing the portfolio against multiple future states
assuming all supply chains will normalize
A pragmatic customer‑centric rule during overlap is to ______.
offer a migration path with incentives and clear end‑of‑support dates
cut off legacy users immediately on Day‑1
hide deprecation plans to avoid questions
migrate everyone without telemetry or pilots
Starter
You see the basics. Anchor each keep/kill decision to the synergy model and customer impact.
Solid
Good work. Tighten your value tree, target operating model, and Day‑1/Day‑100 plans.
Expert!
Excellent. You’re pruning, integrating, and investing where the combined portfolio wins most.
