Post merger integration rarely fails in the first wave of planning and cutovers. It stalls when execution becomes routine, ownership blurs, and workflow coordination is not treated as an operating system. This article explains why Day 100 is the inflection point, how decision latency and hidden friction erode momentum, and how sponsors can govern integration as continuous execution rather than a finite project.
.png)
.png)
.png)
.png)
.svg)
.png)
.png)
%20(1).png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
.png)
