Mergers & Acquisitions: The Buy Blueprint

For IT executives who want to be a leader in the M&A transaction process when their business is pursuing a potential acquisition.

Onsite Workshop

IT faces these common obstacles when suggesting, engaging in, or delivering on acquisitions or M&A purchases:

  • IT is unaware of transformational considerations of the organization.
  • IT does not have an optimal process or approach to follow when it comes to M&As.
  • IT is at risk of losing top talent due to a lack of transparency, support, or engagement.
  • IT components are not properly considered in due diligence, causing inaccurate synergy expectations.
  • There is a lack of transparency in communication to IT when it comes to the true goal and rationale behind the transaction.
  • IT was not brought in until post-transaction and has been forced to react to the situation.

The goal is to establish IT as a valuable partner and driver of the acquisition process by:

  • Identifying the critical requirements expected of IT during an M&A.
  • Developing a transaction strategy aligned with business goals to ensure a successful transaction and integration.
  • Determining and communicating where IT risks should be considered and addressed.
  • Identifying and delivering on IT-related synergies through savings and returns on investments.
  • Finalizing IT’s integration strategy and preparing to deliver.
  • Following through on the execution plan as it relates to IT capabilities.

Module 1: Pre-Transaction Discovery & Strategy

The Purpose

  • Establish the transaction foundation.
  • Discover the motivation for acquiring.
  • Formalize the program plan.
  • Create the valuation framework.
  • Strategize the transaction and finalize the M&A strategy and approach.

Key Benefits Achieved

  • All major stakeholders are on the same page.
  • Set up crucial elements to facilitate the success of the transaction.
  • Have a repeatable transaction strategy that can be reused for multiple organizations.

Activities: Outputs:
1.1 Conduct the CIO Business Vision and CEO-CIO Alignment Diagnostics.
  • Business perspectives of IT
1.2 Identify key stakeholders and outline their relationship to the M&A process.
  • Stakeholder network map for M&A transactions
1.3 Identify the rationale for the company's decision to pursue an acquisition.
1.4 Assess the IT/digital strategy.
1.5 Identify pain points and opportunities tied to the acquisition.
  • Business context implications for IT
1.6 Create the IT vision and mission statements and identify IT guiding principles and the transition team.
  • IT’s acquiring strategic direction
1.7 Document the M&A governance.
  • Governance structure
1.8 Establish program metrics.
  • M&A program metrics
1.9 Create the valuation framework.
  • IT valuation framework
1.10 Establish the integration strategy.
  • Integration strategy
1.11 Conduct a RACI.
  • RACI
1.12 Create the communication plan.
  • Communication plan
1.13 Prepare to assess target organization(s).
  • Prepared to assess target organization(s)

Module 2: Mid-Transaction Due Diligence & Preparation

The Purpose

  • Establish the transaction foundation.
  • Discover the motivation for integration.
  • Assess the target organization(s).
  • Create the valuation framework.
  • Plan the integration roadmap.

Key Benefits Achieved

  • All major stakeholders are on the same page.
  • Methodology identified to assess organizations during due diligence.
  • Methodology can be reused for multiple organizations.
  • Integration activities are planned and assigned.

Activities: Outputs:
2.1 Gather and evaluate the stakeholders involved, M&A strategy, future-state operating model, and governance.
  • Stakeholder map
  • IT strategy assessment
  • IT operating model and IT governance structure defined
2.2 Review the business rationale for the acquisition.
  • Business context implications for IT
2.3 Establish the integration strategy.
  • Integration strategy
2.4 Create the due diligence charter.
  • Due diligence charter
2.5 Create a list of IT artifacts to be reviewed in the data room.
  • Data room artifacts
2.6 Conduct a technical debt assessment.
  • Technical debt assessment
2.7 Assess the current culture and identify the goal culture.
  • Culture assessment
2.8 Identify the needed workforce supply.
  • Workforce supply identified
2.9 Create the valuation framework.
  • IT valuation framework
2.10 Establish the integration roadmap.
2.11 Establish and align project metrics with identified tasks.
2.12 Estimate integration costs.
  • Integration roadmap and associated resourcing

Module 3: Post-Transaction Execution & Value Realization

The Purpose

  • Establish the transaction foundation.
  • Discover the motivation for integration.
  • Plan the integration roadmap.
  • Prepare employees for the transition.
  • Engage in integration.
  • Assess the transaction outcomes.

Key Benefits Achieved

  • All major stakeholders are on the same page.
  • Integration activities are planned and assigned.
  • Employees are set up for a smooth and successful transition.
  • Integration strategy and roadmap executed to benefit the organization.
  • Review what went well and identify improvements to be made in future transactions.

Activities: Outputs:
3.1 Identify key stakeholders and determine IT transaction team.
  • M&A transaction team
3.2 Gather and evaluate the M&A strategy, future-state operating model, and governance.
  • Stakeholder map
  • IT strategy assessed
  • IT operating model and IT governance structure defined
3.3 Review the business rationale for the acquisition.
  • Business context implications for IT
3.4 Establish the integration strategy.
  • Integration strategy
3.5 Prioritize integration tasks.
3.6 Establish the integration roadmap.
3.7 Establish and align project metrics with identified tasks.
3.8 Estimate integration costs.
  • Integration roadmap and associated resourcing
3.9 Assess the current culture and identify the goal culture.
  • Culture assessment
3.10 Identify the needed workforce supply.
  • Workforce supply identified
3.11 Create an employee transition plan.
  • Employee transition plan
3.12 Create functional workplans for employees.
  • Employee functional workplans
3.13 Complete the integration by regularly updating the project plan.
  • Updated integration project plan
3.14 Begin to rationalize the IT environment where possible and necessary.
  • Rationalized IT environment
3.15 Confirm integration costs.
3.16 Review IT’s transaction value.
3.17 Conduct a transaction and integration SWOT.
  • SWOT of transaction
3.18 Review the playbook and prepare for future transactions.
  • M&A Buy Playbook refined for future transactions

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