This is Part II of a two-part paper that summarises what is known and not known about making mergers and acquisitions (M&A) work, and identifies best practices where appropriate. In Part I, which appeared in Volume 3 Number 2 of this Journal, the case for change was laid out. It was established that most M&A do not turn out to be successful. The experience of GE Capital and Cisco Systems, two companies that have successful track records was discussed. A systems approach was described, and a model for success was proposed in Figure 1. This model appears as Figure 1 of Part II for reference. This part discusses culture fit, structuring the integration team, leadership selection and integration issues. Taken together, the two parts of this paper outline the critical elements of a systems approach to making M&A work. Professional change agents and managers responsible for making mergers or acquisitions work will find that this paper will identify key levers for them to focus on as they go about the real work of making it happen.