After Bosco Pharmaceutical’s acquisition of Zeta AG, the Bosco chairman is unsure whether to merge the two firms using only internal resources or accept the help of Deloitte Consulting. Deloitte advocates an overhaul of Bosco’s organizational structure to accommodate Zeta, a company one-fifth Bosco’s size. The chairman is uncertain whether to adopt Zeta’s worldwide product structure or whether Zeta should be required to conform to Bosco’s more geographic management and operating structure. This merger would be the biggest in Bosco’s 110-year history, and it is imperative to extract benefits from it—primarily by meshing the corporate cultures and achieving ambitious cost savings.