The five risks that decide whether the integration captures DBM’s value or leaks it — rendered as arcs between the parts of the combined business that have to work together. Thicker arcs are more severe. The pulsing arc with the crawling dash is the structural root: subsidiary staff report to DBM’s CEO and COO instead of to their own company presidents, which blocks clean absorption into IES. Hover any arc to read the move that closes it.
Two of the five arcs ride at severity 9. The first — the focal arc with the crawling dash — is DBM’s legacy reporting structure: subsidiary employees report to DBM’s CEO and COO instead of to the presidents of their own companies, so no company president owns the people delivering their results. It is the structural root beneath the integration risk and the old-guard resistance. The second severity-9 arc is IES’s own integration-capability gap — IES has named integration and acquired-business underperformance as live risks and runs no consistent sales process across its portfolio, and DBM is its largest, most complex acquisition. Three more arcs trace the rest — a hands-off integration that leaves DBM running on its own momentum, brand architecture left to drift between the operating names and the IES signature, and the heritage craft knowledge walking out the door if the old guard feels its way of working is under attack. Every move that closes a risk runs through one accountable integration office.