Cisco seems to do this well. And sometimes poorly. The screwed up on the consumer products space. But they regularly succeed with enterprise hardware solutions. If they can add something their global field team can sell and support, they succeed. The leverage of their sales pipelines exceed what the acquired business could do organically in any meaningful timeframe. They have a teams of entrepreneurs that have been acquired, then left to start something new again, and then been purchased more. I think the key thing is that there isn't a fundamental disconnect. Even blockbuster did well with aligned "bolt-on" acquisitions of regional chains during its growth phase.