This chapter presents the ideology to increase return on investment. The capital market firms invest in acquisitions, such as private equity firms and investment bankers, to achieve their end goal only by raising the market value of their acquired companies. Their ultimate financial gain is realized from the buy—selling spread when they divest each investment. However, research studies reveal that only a minority achieve their targeted return on investment (ROI). Thus, realizing actual economic value from mergers and acquisitions (M&A) is a “highstakes juggling act.” In order to maximize the potential economic value many things must be executed correctly. However, problems arise, such as the disruptions from executive and employee turnover and from poor strategy execution—both the modified business strategy and the M&A integration strategy. This chapter concludes that the performance management methodologies are like cog gears, and the executives with the best‐in‐class technologies that support performance management's methodologies can just push or pull the levers and pulleys and watch the dials. To achieve superior results, executive leaders must exhibit vision and inspiration. Thus, that is what a workforce responds to.