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Many mistakes can come due to inefficient or/and improrer planning or because it took place in a shorter than right time frame. Poor due dilligence could be a source of mistakes as well, since the full picture needed for an evaluation may not be complete. Paying substantially more than the actual and fair value, along with inflated expectations (and failure of delivery) and vague assumptions can lead to negative results as well.
The lack of the much needed transparency during the integration process is also an issue that needs to be adressed.
Finally, neglecting cultural issues along with the general people's management is also a common mistake.
I hope I was helpful.
Not considering mergin the logical domains lead the merger to work under different policies for the same business line and can have impact on : reputation, regulation compliance, market share loss
I think most of the common mistakes in post-merger integration are caused by bad due diligence and most of these mistakes are arising from resistance to change or being unable to implement what you planned because you have planned it bad and so It is inapplicable.
1. To fire the entire selling team before the knowledge is transferred to the new team
2. To assume that all the managers are working against you just because they were there before
3. To seek for acceptance instead of respect.
