Companies can consider three approaches when balancing the focus of cost take-out against revenue growth during a merger integration. These include:Ensure the merger integration is positioned in the firm as a transformative initiativeUse the merger as an opportunity to transform the way the business runsCut deeper than planned to fund the program and pay for sales and marketing and other solution investments to fuel growth planSimplify the business to create a scalable M&A foundationProve the NewCo. operating model with relevant, rapid pilots to “fail forward & fast” and accelerate transformationFocus the effort on accelerating value capture & developing an agile go to market model (speed is critical) Maximize value capture in key G&A areas while engaging stakeholders at all levels closely - Identify and make “no regret” decisions earlyExpand value capture opportunities to open up more resources to drive growth synergies (e.g. stop programs that are not aligned with Newco vision and has not proven results thus far) Prevent loss of momentum on ongoing activities already in flight to achieve expected resultsHave a formal program focused on the three Cs: culture, change and communication (ensure a clear, transparent and consistent message both internally and externally)Identify NewCo leadership team as early as possible along with a Transformation Officer in charge of the programHave a plan to get the NewCo. leadership “up to speed” quickly on priorities and challengesName the Transformation Officer early on, who is ultimately accountable for transformation & integration successDevelop robust talent model and compensation plan to support the transformation and ensure retention of top talentEnsure remaining key decisions are teed up for NewCo management when they are named