The great problems of operational or functional Directions mostly require the setting up several competences. Whether with the assistance of a "full service" firm, or by cumulating several professional services firms, it is important to grasp the notion that integration within the internal teams of the company is essential. Moreover, and by way of example, to accomplish an acquisition is knowing how to impose this transversality and to make multi-field and often multi-cultural teams work together. Whether working upstream occlusion with the strategy and the identification of the target, with operational integration or downstream occlusion from the structure, the workforce, technologies and processes, while using financial, legal, social or technological due diligences and other evaluations of tangible or intangible credits. Knowing that in the end, the question that is always raised is "How?": How to buy? How to negotiate? How to optimize? How to convince? How to develop? How to integrate? How to operate?...

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