IT Mergers & Acquisitions

The post-merger integration decides on

the success of mergers & acquisitions

IT-Mergers & Acquisitions

noventum consulting has been your competent partner in mergers & acquisitions for more than 20 years - from strategy to implementation.

Merging companies, spinning off parts of a company or even handing over individual core processes to a service provider - these complex processes require good planning and implementation expertise in the IT organization. Risks must be identified at an early stage so that ambitious schedules can be adhered to.

Best practices in the form of proven plans, checklists and process models make the demanding job that IT managers have to do in these phases easier. 

In a large number of large and complex projects, our consultants have merged or harmonized the culture of companies, IT organizations, applications, portfolios, infrastructures, projects and suppliers (IT sourcing) or separated out individual parts of the company.

Our experience and best practices make your IT merger plannable, project risk and project duration are reduced, project result and project quality are in a good cost-benefit ratio. Together we can successfully tackle the M&A challenges.

noventum Procedure Model Mergers & Acquisitions

Solution scenarios for IT mergers & acquisitions
Success Stories // Articles // News

Digital transformation - i.e. the realignment of a company in terms of strategy, business model and the resources and processes used through the use of digital technologies - is relevant for all companies. The transformation process should be carefully prepared in order to identify unnecessary sources of error and convert them into success factors. Experienced consultants can help.


When two companies merge, two technical worlds usually become one. Higher efficiency, scaling effects and the basic idea of "one company - one system" are the guiding principles of any integration. Since a large-scale IT integration cannot wait for every side event, smaller special applications are often dragged along and end up in isolation. This pragmatism helps at first, but subsequently causes problems and leads to a dead end.

The merging of companies, the outsourcing of parts of a company or the transfer of individual core processes to a service provider - corporate IT is directly or indirectly involved in all these complex processes. Sometimes it is even the direct and exclusive scene of the action. As different as companies are, as varied are the necessary steps they have to take on their way to each other or away from each other.

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