For example, a partner can get caught up in a possible merger because he or she is enamored by the potential size of the combined firm. His or her ego or other emotional needs start to direct the approach and critical considerations are conveniently overlooked at overshadowed. Sometimes partners can be very short-sighted. Some have been known to become overwhelmed by current fears or concerns, e.g., loss of a major client, and become focused on one aspect of a merger that might seem to solve a particular short-term concern. Unfortunately, this can produce a long-term disaster because other key aspects of the merger are overshadowed by an individual's particular need.
Some firms move too fast or too slowly.
A firm going too fast tends to decide a merger is right long before all the nitty-gritty is explored. Disaster occurs when the problems start to come out of the woodwork after the merger is finalized. This can often turn off or cool down the prospective candidate, and the deal falls apart. Partners often start thinking and acting like the merger is a done deal because various issued have been agreed to. Although the pressures on practitioners to seek mergers or acquisitions will be intense over the next few years, firms should approach this matter in a careful and organized fashion.