$1.$ How did Hitachi's management team plan for and make choices about the acquisition of ABB's power grids business? Were there any major considerations or problems throughout the planning phase, and how did these decisions match with Hitachi's broader company strategy, particularly in the context of the global energy market?

$2.$ How did management achieve a smooth transition in terms of organizational structure and leadership positions during the integration of ABB's power grids division with Hitachi? Were there any notable problems or successes associated with leadership changes, and how did Hitachi intend to retain and grow on both firms' legacies under the leadership of Claudio Facchin and Toshikazu Nishino?

$3.$ During this substantial organizational shift, how did management address potential employee concerns, enable cultural integration between the two organizations, and manage talent retention? Were there any specific HR practices highlighted in the article that were critical in ensuring a smooth transition?

$4.$ How did management examine the financial health of both companies prior to the acquisition, and what financial measures were used to evaluate the integration process's success? Furthermore, were there any unanticipated financial issues stated in the report, and how did Hitachi deal with them in light of the approximately US$$6\mathrm{.}85$ billion purchase price?