IT merger & acquisitions integration strategy when organizations undergo mergers, acquisitions, divestitures and spin-offs, our experts help to make the most effective and efficient IT transitions part of the integration process. We help companies improve their odds of successful M&A through an integrated, battle-tested approach that links acquisition strategy, diligence and merger integration.
Acquisition strategy – Invest with a thesis
Successful deal making requires a well-defined strategy and experience. The question behind every deal should be: “How will buying this asset make my existing business more valuable, and how will I bring value to the asset I am buying?” The answers are rooted in strategy—and strategy is Bain & Company’s heritage. With nearly 15 years of experience helping companies develop time-tested strategies, we understand the types of deals that create value and those that don’t. Successful deals have an investment thesis that is founded on a firm’s portfolio needs and clearly tied to growth strategy.
Diligence – Ask and answer the big questions
Sellers have a reason for selling. You need to know what you are buying and how you will make the business more valuable. Strategic due diligence is a forward-looking process that helps you understand how you can create value through an acquisition. The best acquirers investigate targets with a nose for what’s really important, identifying the key sources of ongoing value and sniffing out any “perfumed pigs” buffed up for sale. Our proprietary approach relies on conducting primary research. We talk to the key players in the target’s orbit and build insights gleaned from tearing apart thousands of “selling stories.”
Merger integration – Integrate where it matters
To make a deal pay off, you have to nail a short list of critical actions. But merging two companies also requires rigorous follow-through on a long list of integration tasks, large and small. Doing both is hard. Part of the answer lies in a few, powerful guiding principles: tailor the integration thesis to the deal thesis; integrate where it matters; and act with deliberate speed. Deals undertaken to grow a company’s scale usually require a lot of integration while deals that expand the scope of the business often need a lighter touch.
IT project turnaround blue eyes consulting GmbH helps clients to maximize the business results from large-scale IT initiatives, beginning with defining the requirements of a system all the way to capturing value in system implementation. We develop and support IT project turnaround programs as well as help set up IT projects for success.
Value delivery is the process of ensuring that maximum business results are realized from IT investments, beginning with requirements definition all the way to systems retirement.
In large and complex IT initiatives, roughly 80 percent of the effort is focused on technical issues such as requirements definition, vendor selection, system customization, technology procurement and system rollout, but only 20 percent on the related business activities such as process redesign, organization design, incentive realignment and training.
Yet the business activities are critical to realizing the value. Proactively managing both business and IT activities in concert with each other is required to ensure business results will equal or exceed expectations.
Our role is to help clients maximize the business results from IT initiatives.