People-integration is critical to success in any change management process. M and A’s, however, differ from “normal” change processes in that their very nature requires that a new corporate identity and cultural integration are established for the two organizations. The process begins with a state of duality from the beginning. Timing, clarity from the top and connection to the entire organization is essential. While these issues can be factors in all organizational change initiatives, with M and A’s they are key integration success factors and co-dependent on each other. If there is a lack of clarity or the process is not started early in the pre-merger stage and rapidly carried through, then chaos, conflict, confusion and employee disengagement are apt to follow. Hence a unified or New Identity is never realized.  Employees must be involved from the start to create a Culture of Engagement to enable ownership and commitment to the success of the new organization vision. Consequently, whatever methodology or process is employed for integration must address these factors simultaneously.