"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 kille

"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." A similar thing happened when DHL acquired Airborne. http://www.informationweek.com/dhl-airborne-didnt-take-the-easy-road-to-post-merger-it-integration/d/d-id/1044574 http://www.informationweek.com/dhl-airborne-didnt-take-the-e... 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's article "IT doesn't matter" https://hbr.org/2003/05/it-doesnt-matter https://hbr.org/2003/05/it-doesnt-matter Eventually, DHL terminated US domestic shipping http://www.bloomberg.com/news/articles/2011-04-14/dhl-reboots-in-u-s-after-9-6-billion-bleed-freight-markets http://www.bloomberg.com/news/articles/2011-04-14/dhl-reboot...