The article first deals with misconceptions that typically end in failure and then compares them with major steps and determining factors that lead to success and need to be considered during each phase of a corporate merger. Taking a "mechanical", linear approach to the tasks and simply transferring responsibility from one discipline to another wastes time and distracts from the goal. The entire course of action should be worked out as early as the preparatory phase. Simulating various scenarios makes it possible to compare different choices along the way and identify dead-end decisions early on. All subsequent phases of the project can be handled according to this principle, placing all decision-making steps in a general context and working out the details gradually.