First, it sets a context for leaders’ roles on both sides of the deal and creates guidelines for transition teams to plan desired levels of integration. If a buyer is clear that it intends to fully integrate a target, then saying so means that energy is less likely to be diverted from planning to politicking by acquired managers who otherwise may plot ways to maintain their autonomy. By contrast, when cultural preservation is desired, lead company managers need to take their cues and back off from attempting to dominate the action.