In a world divided by extreme specialization the difference between business success and failure often depends on exiting the non-core activities, at the right time. And yet, frequently, it is also a function of acquisitions and successful integration. In either event such non-organic business moves need deep strategic thought and flawless execution. Choosing partners, strategic investors, joint ventures players, merger and demerger candidates, sell-off buyers and strategic businesses to invest could easily go wrong if poorly conceived or negotiated.