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.
Book This 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.
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 road map in place to complete your project successfully.
Book NowModule 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. |
|
| 1.2 | Identify key stakeholders and outline their relationship to the M&A process. |
|
| 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. |
|
| 1.6 | Create the IT vision and mission statements and identify IT guiding principles and the transition team. |
|
| 1.7 | Document the M&A governance. |
|
| 1.8 | Establish program metrics. |
|
| 1.9 | Create the valuation framework. |
|
| 1.10 | Establish the integration strategy. |
|
| 1.11 | Conduct a RACI. |
|
| 1.12 | Create the communication plan. |
|
| 1.13 | Prepare 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. |
|
| 2.2 | Review the business rationale for the acquisition. |
|
| 2.3 | Establish the integration strategy. |
|
| 2.4 | Create the due diligence charter. |
|
| 2.5 | Create a list of IT artifacts to be reviewed in the data room. |
|
| 2.6 | Conduct a technical debt assessment. |
|
| 2.7 | Assess the current culture and identify the goal culture. |
|
| 2.8 | Identify the needed workforce supply. |
|
| 2.9 | Create the valuation framework. |
|
| 2.10 | Establish the integration roadmap. |
|
| 2.11 | Establish and align project metrics with identified tasks. |
|
| 2.12 | Estimate integration costs. |
|
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. |
|
| 3.2 | Gather and evaluate the M&A strategy, future-state operating model, and governance. |
|
| 3.3 | Review the business rationale for the acquisition. |
|
| 3.4 | Establish the 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. |
|
| 3.9 | Assess the current culture and identify the goal culture. |
|
| 3.10 | Identify the needed workforce supply. |
|
| 3.11 | Create an employee transition plan. |
|
| 3.12 | Create functional workplans for employees. |
|
| 3.13 | Complete the integration by regularly updating the project plan. |
|
| 3.14 | Begin to rationalize the IT environment where possible and necessary. |
|
| 3.15 | Confirm integration costs. |
|
| 3.16 | Review IT’s transaction value. |
|
| 3.17 | Conduct a transaction and integration SWOT. |
|
| 3.18 | Review the playbook and prepare for future transactions. |
|