Just from my own experience, when LSI was bought up by Avago, a lot of the LSI guys around here complained that it was a rather rough transition. Avago seems to like buying up companies like this and piecing them out, like how a lot of LSI's storage controller related assets were sliced off and sold to Seagate after being acquired by Avago; I'm not sure if this is a good thing for Broadcom.
From the reviews in Glassdoor, it looks like the employees are not treated well in Avago and Avago's CEO has a very low approval rating. So this not a good thing for employees of Broadcom also.
Companies tend to accumulate multiple product lines. It seems Avago's strategy is to buy companies with high growth products, then sell off the less high growth product lines to others (which probably helps finance the acquisition to some extent).
Put another way, he's exploiting management's tendency to not focus on high growth products, by not selling off the profitable, but slower growing products themselves.
The result of this is that the high growth is diluted over a broader base revenue made up of slower growth companies... which lowers the companies value to investors (PEG is a common measure of the value of a company, which is combination of price, earnings and growth, so growth increases the multiple.)
If there were no friction this would be good, because the slower growing products will be merged with other companies who probably have the same product line, and then they can be combined to produce another generation that has the best of both previous companies products.
Alas, there is always friction in human things and thus this strategy has risk for all involved,
They also slashed a bunch of redundant divisions, I am told. I forget which teams, but for example "We already have a library team, we don't need another one, but we could really use this serdes group..."
