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This is part of a case series. Magneti Marelli's first 3 years following the 1986 five-way merger are described in this case. Throughout this crucial period, Magneti Marelli's top management held fast to its merger strategy - communication, consensus and transparency down through the company. The reorganisation process and the company's new structure, organised by branches or 'raggrupamenti', are described in detail as is the company's commitment to developing a common culture. By 1989, integration of the five companies could be considered as achieved.