&quot;The company then spent another $1 billion in a failed attempt to build a unified IT backbone to tie together the acquisitions. Late last year the company killed the project, known as New Forwarding Environment, deciding to stick with its legacy systems.&quot;<p>A similar thing happened when DHL acquired Airborne.<p><a href="http:&#x2F;&#x2F;www.informationweek.com&#x2F;dhl-airborne-didnt-take-the-easy-road-to-post-merger-it-integration&#x2F;d&#x2F;d-id&#x2F;1044574" rel="nofollow">http:&#x2F;&#x2F;www.informationweek.com&#x2F;dhl-airborne-didnt-take-the-e...</a><p>After the smoke cleared, Infosys had the most understanding of the systems (along with solution support) but domain knowledge and software expertise slipped away. If I had to describe the atmosphere, it could be summed up by Nicholas Carr&#x27;s article &quot;IT doesn&#x27;t matter&quot;<p><a href="https:&#x2F;&#x2F;hbr.org&#x2F;2003&#x2F;05&#x2F;it-doesnt-matter" rel="nofollow">https:&#x2F;&#x2F;hbr.org&#x2F;2003&#x2F;05&#x2F;it-doesnt-matter</a><p>Eventually, DHL terminated US domestic shipping<p><a href="http:&#x2F;&#x2F;www.bloomberg.com&#x2F;news&#x2F;articles&#x2F;2011-04-14&#x2F;dhl-reboots-in-u-s-after-9-6-billion-bleed-freight-markets" rel="nofollow">http:&#x2F;&#x2F;www.bloomberg.com&#x2F;news&#x2F;articles&#x2F;2011-04-14&#x2F;dhl-reboot...</a>