When we were purchased by IBM (admittedly it's been a while), our separate HR, finance, IT and legal groups were gone before we knew it. Engineering got integrated over the first year (when I left), but with a pretty light touch, and AFAIK took into the second year to complete. Apparently things got increasingly more "IBM-ified" over the years, but a suprising number of the core folks have stayed, so it can't be all misery. Maybe RH won't be completely crushed.
replyFull video:
replyhttps://www.youtube.com/watch?v=IxqrSXiRja4, 6:37 starts discussion about integration, so you can judge exactly what he says.
"The only one we have not fully fully integrated yet, and I will emphasize the "yet" is RedHat".
"on the go to market side, I really believe in full integration".
you already mentioned the engineering teams, and I do think your framing is mostly right. However, I think it unrealistic to say I am going to fully integrate back-office, fully integrate GTM, and somehow engineering is totally untouched.
They are not fully integrating go-to-market. In the podcast Krishna says that the size and organization of Red Hat's GTM was larger than every other acquisition, and they were looking at partial integration only. Since then they actually have moved the sales teams for smaller markets to IBM. Red Hat kept the 20 or so largest markets and the verticals.
replyRight now operations is employed by IBM but still mostly working as they did at Red Hat. We'll see how that changes over the next couple years, as that would be the first look at Red Hat integrating into IBM.