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This is the second of a two-case series (308-352-1 and 308-353-1). When Cap Gemini bought Ernst & Young''s consulting business for US$11 billion in 2000, it was hailed as a ''perfect marriage'' that would enable Cap Gemini to realise its global ambitions. By October 2003, the new Cap Gemini Ernst & Young had gone through three years of profit warnings, downsizings and reorganisations, and lost most of the partners in the original Ernst & Young organisation. The case traces this decline from the point of view of one American Ernst & Young partner, describing the series of challenges Cap Gemini faced in the business environment and in its integration of the two firms. This case can be used together with the (A) case, written from the point of view of a French Cap Gemini manager, to contrast the perspectives on these challenges and the integration process from two very different points of view.