Make IT a Successful Partner in M&A Integration

Anticipate pressure – simultaneously conduct discovery and deliver quick-wins!


This content requires an active subscription.

Access this content by logging in with your Info-Tech Research Group membership or contacting one of our representatives for assistance.

Speak With A Representative Sign In
or Call: 1-888-670-8889 (US) or 1-844-618-3192 (CAN)

Your Challenge

  • Many organizations forget the essential role IT plays during M&A integration. IT is often unaware of a merger or acquisition until the deal is announced, making it very difficult to adequately interpret business goals and appropriately assess the target organization.
  • IT-related integration activities are amongst the largest cost items in an M&A, yet these costs are often overlooked or underestimated during due diligence.
  • IT is expected to use the M&A team’s IT due diligence report and estimated IT integration budget, which may not have been generated appropriately.
  • IT involvement in integration is critical to providing a better view of risks, improving the ease of integration, and optimizing synergies.

Our Advice

Critical Insight

  • Anticipate that you are going to be under pressure. Fulfill short-term, tactical operational imperatives while simultaneously conducting discovery and designing the technology end-state.
  • To migrate risks and guide discovery, select a high-level IT integration posture that aligns with business objectives.  

Impact and Result

  • Once a deal has been announced, use this blueprint to set out immediately to understand business M&A goals and expected synergies.
  • Assemble an IT Integration Program to conduct discovery and begin designing the technology end-state, while simultaneously identifying and delivering operational imperatives and quick-wins as soon as possible.
  • Following discovery, use this blueprint to build initiatives and put together an IT integration budget. The IT Integration Program has an obligation to explain the IT cost implications of the M&A to the business.
  • Once you have a clear understanding of the cost of your IT integration, use this blueprint to build a long-term action plan to achieve the planned technology end-state that best supports the business capabilities of the organization. 

Make IT a Successful Partner in M&A Integration

Start here – read the Executive Brief

Read our concise Executive Brief to find out why you should follow Info-Tech’s M&A IT integration methodology and understand the four ways we can support you in completing this project.


Launch the project

Define the business’s M&A goals, assemble an IT Integration Program, and select an IT integration posture that aligns with business M&A strategy.


Conduct discovery and design the technology end-state

Refine the current state of each IT domain in both organizations, and then design the end-state of each domain.


Initiate operational imperatives and quick-wins

Generate tactical operational imperatives and quick-wins, and then develop an interim action plan to maintain business function and capture synergies.


Develop an integration roadmap

Generate initiatives and put together a long-term action plan to achieve the planned technology end-state.

Onsite Workshop

Book Your Workshop

Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Launch the Project

The Purpose

  • Identification of staffing and skill set needed to manage the IT integration.
  • Generation of an integration communication plan to highlight communication schedule during major integration events.
  • Identification of business goals and objectives to select an IT Integration Posture that aligns with business strategy.

Key Benefits Achieved

  • Defined IT integration roles & responsibilities.
  • Structured communication plan for key IT integration milestones.
  • Creation of the IT Integration Program.
  • Generation of an IT Integration Posture.



Define IT Integration Program responsibilities.

  • Define IT Integration Program responsibilities and goals


Build an integration communication plan.

  • Structured communication plan


Host interviews with senior management.

  • Customized interview guide for each major stakeholder


Select a technology end-state and IT integration posture.

  • Selected technology end-state and IT integration posture

Module 2: Conduct Discovery and Design the Technology End-State

The Purpose

  • Identification of information sources to begin conducting discovery.
  • Definition of scope of information that must be collected about target organization.
  • Definition of scope of information that must be collected about your own organization.
  • Refinement of the technology end-state for each IT domain of the new entity. 

Key Benefits Achieved

  • A collection of necessary information to design the technology end-state of each IT domain.
  • Adequate information to make accurate cost estimates.
  • A designed end-state for each IT domain.
  • A collection of necessary, available information to make accurate cost estimates. 



Define discovery scope.

  • Tone set for discovery


Review the data room and conduct onsite discovery.

  • Key information collected for each IT domain


Design the technology end-state for each IT domain.

  • Refined end-state for each IT domain


Select the integration strategy for each IT domain.

  • Refined integration strategy for each IT domain

Module 3: Initiate Tactical Initiatives and Develop an Integration Roadmap

The Purpose

  • Generation of tactical initiatives that are operationally imperative and will help build business credibility.
  • Prioritization and execution of tactical initiatives.
  • Confirmation of integration strategy for each IT domain and generation of initiatives to achieve technology end-states.
  • Prioritization and execution of integration roadmap.

Key Benefits Achieved

  • Tactical initiatives generated and executed.
  • Confirmed integration posture for each IT domain.
  • Initiatives generated and executed upon to achieve the technology end-state of each IT domain. 



Build quick-win and operational imperatives.

  • Tactical roadmap to fulfill short-term M&A objectives and synergies


Build a tactical action plan and execute.

  • Confirmed IT integration strategies


Build initiatives to close gaps and redundancies.


Finalize your roadmap and kick-start integration.

  • Finalized integration roadmap

Search Code: 78607
Published: September 25, 2015
Last Revised: September 25, 2015