In this article, author, management consultant and Balanced Scorecard expert Paul Niven focuses on the enormous challenges that organizations face when mergers happen, contending with aspects like divergent cultures, conflicting sales channels and mismatched strategies.

Using the case of a Canadian information and communications technology company formed as the merger of four telecommunications companies, each with more than a hundred years of operating experience, the author shows how the CEO and his executive team used the opportunity to introduce the Balanced Scorecard as representing a new way there.