Due Diligence - Top Technical Integration Issues - What to do after the Close?
OK – The Deal’s Done – Now What?
Get Some Expert Help!
Small and Medium sized companies are inevitably faced with a variety of complex integration issues upon closure of their merger and acquisition transaction. Hopefully, the largest business and technology risks have been identified through a quality due diligence effort.
Top Technology Integration Issues
• Infrastructure inadequacies – skills and environment
• Mission critical business applications - interfacing/migration/”sunsetting”
• Single points of Failure Identification
• Customer Advocacy – problem/project resolution/accountability
Rarely, do these companies have the expertise on staff that can rapidly prepare and execute proper mitigation plans to deliver a smooth transition with the forecasted return on investment. The delivery of a 180 day plan is surely to be required by the investors – synergies need to be implemented to realize the projected ROI. Risk and Change management requirements of the transaction are often underestimated and the existing management team is typically struggling to recover from the exhaustive pre-transaction activity!! With facing new challenges, the company may need to augment the management team on a temporary basis with some expert heavy-lifting from an experienced consultant.
Most CEOs hate the idea of Consultants but the wise ones realize that, correctly chosen, the Consultant can provide the needed expertise to “jumpstart” the transition and then should seamlessly - exit. The ideal choice would be a consultant who has been a valuable part of the transaction team during the due diligence effort – or has done similar, quality engagement work. Obviously this would minimize the ramp-up time and shorten the duration of the engagement.
The organization needs to obtain the exemplary technology management consultant who will collaborate with the management team to develop and execute the tactical, short term plans. The project management expertise of the consultant should be able to provide the necessary guidance to the team to accurately prioritize the outstanding business and technology projects while improving the accountability of in-flight projects. It’s pivotal for business and technology leaders to align their needs to achieve operating efficiencies and implement expected synergies.
Long term planning (post 180 day) may also be achieved but the consummate Consultant should incorporate a leadership transformation component in the plan – the consultant’s exit strategy! Delivering quality education, instilling best practices and mentoring leaders are tasks that the consultant should plan and perform throughout their engagement – or they are doing a disservice to their client.