I worked for Cisco for a long time: the integration of acquisitions in large companies (at least …

I worked for Cisco for a long time: the integration of acquisitions in large companies (at least there) involves a calculus of size vs. current profits vs. complexity of integration. A company like Meraki or WebEx that’s making a lot of money and is larger or more complicated to integrate (because they have lots of their own systems and infrastructure) may get left alone, particularly if the former owners are aggressive about maintaining their existing culture. Cisco badges rather famously didn’t even work at Meraki offices, they were that pointed about keeping hands off. Scientific Atlanta was another one that got left alone for a long time, to the point that when Cisco people visited we all had to remember to dress up a bit because their offices were much more “casual Fridays means khakis and a polo shirt” than Cisco’s rather laid-back “it’s Friday, you’re lucky I’m wearing pants” culture. Once it suited Cisco to integrate them, though, the gloves came off and things moved much more quickly. …