This is the case where the acquired company faces only a modest degree of integration and retains its ways of doing business. This end state is desirable in diversified companies that promote cultural pluralism among business units and in acquisitions where the intent is to secure and build on human and social capital. To succeed, parent-company management has to protect the boundary of the subsidiary, limit intrusions by its corporate staff, and minimize conformance to its rules and systems. Strategic synergies generated in a preservative combination come from the eventual cross-pollination of people and work on joint programs