Every company’s technology environment is different because it has evolved over time. Which means, one size never fits all. Therefore, it’s always necessary to do an in-depth assessment before you plan your PMI project. If you fail to carry out this level of due diligence, hidden costs and potential delays will emerge as you progress.
Deploying the latest technology can play a significant role in the success of your post-merger integration project.
No two businesses are the same, and no two M&A projects are the same. Which means every PMI is different and needs to be project managed so that it aligns with your overall business goals.
Your IT integration needs to be more wide-ranging than simply just merging two companies so that they’re capable of working together. To gain maximum value from your new acquisition, you need a plan that’s linked to your business’s strategy at every stage of the integration.
It’s difficult to get the best from your IT staff when they’re under pressure, putting in long hours and concerned about the security of their jobs.That’s why it’s imperative when you outline your PMI strategy to give as much attention to your teams as you do to your technology.
If you’re someone who has been closely involved in an acquisition are you the right person to view your merger with an objective and unbiased pair of eyes?
Deloitte’s Post-Merger Integration Survey & Report 2015, which focuses on the post-merger integration phase of the merger and acquisition lifecycle, collated the views of 800+ executives.
The success of any post-merger integration project is heavily reliant on your joint technology teams - but it’s not just their skills that are important, it’s also their attitude.
When it comes to mergers and acquisitions, there are many people and multiple systems to take into consideration, and there’s always a lot of pressure involved. After all, who wants to be the one to tell the board that there’s going to be a delay and could they extend the project deadlines?
Almost 30% of respondents said that their post-merger integration fell short of success.*
This revelation comes from Deloitte's Post-Merger Integration Survey & Report 2015, which focuses on the post-merger integration phase of the merger and acquisition lifecycle, collating the views of 800+ executives.
The quality and quantity of advance preparation you undertake will directly equate to the level of success your M&A integration achieves.
Integration plans should be tailored to suit the specific characteristics of each M&A project, and your existing IT environments and capabilities need to be analysed early on in the process to identify the potential opportunities or threats to a change in your business structure.
So often, the focus of a post-merger integration technology project is on Day One. But what happens on Day Two – the day after you’ve gone live with your new tech environment?
Although negotiations on your latest M&A deal may have been completed to everyone’s satisfaction - it’s ultimately your customers that will decide the success of your merger and acquisition project.
Will both acquirer and acquired company keep their existing client base? Or will change and uncertainty undermine the position they currently hold in the marketplace? The answer to this very much depends on how well you communicate your company’s intentions, and the degree with which you reassure your customers that it’s business as usual – despite any changes.