1. Why did McKinsey want to bring a design capability in-house?
2. Why would Lunar want to be part of a large established management consultant firm? Alternatively, how could Lunar extend its consulting product line and what would it gain from a partnership (rather than being acquired)?
3. What options did McKinsey have to develop its own design capability? What are the pros and cons of each?

What are the organizational, tactical, and cultural issues that the firms need to consider to ensures the acquisition succeeds? How should Lunar be integrated into McKinsey's organizational structure?