IBM

Lots of variety is available.

Access to vast resources, especially software.

Acquisitions, especially in remote locations, do not integrate with IBM culture.

IBM is highly balkanized by its acquisition strategy.

It is very important to understand the culture of the acquired company, more so than IBM's.

Acquisitions are very uneven in terms of talent, especially in senior management, who often do not know how to be effective in a large corporation.

There is cultural friction between acquisitions and corporate.

Local senior management was outright hostile to corporate executive and senior management.

Do a much better job of integrating acquisitions into the IBM brand, rather than 'bluewashing'.

Rotate local senior management into new assignments elsewhere in the company, and bring in experienced IBM management.

Avoid acquisition euphoria -- due diligence should result in a good percentage of negatives (otherwise, why perform the exercise?).