The two huge companies being merged is more often considered fail than otherwise.

> a 2004 study by Bain & Company found that 70 percent of mergers failed to increase shareholder value. More recently, a 2007 study by Hay Group and the Sorbonne found that more than 90 percent of mergers in Europe fail to reach financial goals.

http://edition.cnn.com/2009/BUSINESS/05/21/merger.marriage/

Especially when the merge should be deep and involve engineering teams with different cultures to join and work together on the product. So I'd consider the release of first Xeon+FPGA after 3 years past acquisition as a somewhat success.

Billion Dollar Lessons by Mui & Carroll goes through a lot of these grand strategies and demonstrates how much of a bonfire they turned out to be.

The Xeon + FPGA that was actually underway before the acquisition and based on pre-acquisition technology (Arria 10).

Computer hardware has a very long lead time between product concept and metal-in-your-hand. Combined with the pains and huge initial slowdown of a megacorp purchasing a medium-corp, I think the real fruits of that acquisition are yet to be seen. I bet it took at least a year just for management to get their bearings on straight.

I would have guessed additional lead time for Altera to move their designs from TSMC to Intel process, but it looks like Altera has been planning to fab on Intels 14nm since 2013[0].

[0]http://chipdesignmag.com/display.php?articleId=5215