In my experience, companies are more successful in mergers and acquisitions when they apply the same focus, consistency and professionalism to it, as stated in the imaa institute. This requires building four institutional capabilities that are often neglected: thematic involvement in M&A, buyer reputation management, strategic vision validation, and management of synergy objectives throughout the M&A life cycle. This approach to mergers and acquisitions transforms them from a tactical necessity focused on risk management to a strategic opportunity that provides a competitive advantage that others would find difficult to replicate.