IT mergers & acquisitions

The merger of companies, the spin-off of parts of companies, or even the transfer of individual core processes to a service provider—the company's IT department is directly or indirectly involved in all of these complex processes. Sometimes it is even the direct and exclusive scene of the action. As different as companies are, so too are the necessary steps they must take to move toward or away from each other.

IT is often only involved late in M&A projects, which leads to the following problems:

• Qualified statements about the influencing factors, the time required, and the costs of a post-merger integration are only made at a late stage.
• There is no or insufficient information and analysis results available to provide an overview of the current IT operations and their costs for the object.
• There is no or insufficient information and analysis results available on how well the object and its IT operations can be integrated into the buyer's ongoing IT operations.
• No or only incomplete statements can be made about synergy opportunities and post-merger integration costs.

• Early assessment of the general factors influencing the necessary IT activities for the entire M&A project by identifying potential synergies, risks, and costs of the IT activities
• Ensuring business continuity until the post-merger integration is complete, including by keeping critical applications operational