In discussing how enterprise architecture supports merger, acquisition, partnership, and other evaluation opportunities with some attendees at the Troux 2011 conference this morning, I used two terms: fit and fitness.
Fit is how well things align between the two companies/products. for example, what do the capability maps look like? Did things get sliced up in a similar manner, or are they completely different? How does each company map their technology into the capability map? if the capability map is similar and the mapping of technology to capabilities is similar, then this is probably a good fit.
Fitness is the state of the things being integrated or merged. You can have a great fit, but if it is built on outdated technology, or has a poor architecture, the fitness is poor, and thus there is more risk in pursuing the activity.
What do you think?