With up to 80 percent of all mergers, acquisitions and divestment destroying shareholder value, it integration and IT synergies are now seen in many deals as equal to or more important than a cultural match.
The costs and challenges of post-merger it integration are frequently significant and often take longer than originally anticipated as details emerge post deal. similarly, the challenges of splitting a well-run set of it services to support a divestment are often far more complicated than might be expected.
The key challenge is to fully understand the existing it environment/s in enough detail to accurately estimate costs and timescales for integration or splitting and to identify priorities and quick wins to support merger / divestment planning and communications.
It is equally important to identify the critical services, any elements that cannot or should not be integrated and any services that cannot be split (and so may have to be duplicated) to make suitable plans for those. The changes around people, processes, applications, data and infrastructure must all be considered together with the overarching governance that supports both the initial change as well as longer term aims.
Combining and splitting IT services are both complex, risky change programmes for an organisation to execute with unique constraints and challenges to accommodate. Delivering this wholesale change to the it capability at the same time as continuing to provide both existing it capabilities and IT support and advice around new organisation business capabilities involves details such as post-transaction shared services, HR issues, shared contracts and capability development. crucially, it also involves having the right senior IT skills available to drive this change effectively.
Through our m&a and divestment services we help companies accelerate the transition, maximise value through synergy capture and minimise it risks. Having supported clients through every stage of the merger, acquisition and divestment lifecycle, from pre-deal it due diligence to integration execution and benefits realisation, Coeus has experience of and understand the challenges.
We can successfully support a client through this critical change, rapidly identifying key elements, risks and likely timescales at the start through to ongoing transformation support as required. Using our proven methodology we focus on the operational and technological implications of a transaction, combining experienced leadership with proven execution.
With our numerous service offerings mapped to the client’s requirements, we add value from strategy definition to target optimisation to change implementation and on to service optimisation.
Keith has helped numerous organisations successfully plan for and implement this change. Recent examples of Keith’s expert support include: developing a combined operating model, change planning and implementation for the merger of 3 NHS organisations; and developing a new operating model, communications plan and change road-map for the whole IT organisation, then driving the successful, time-critical IT implementation of these for the divestment of a global utilities provider.