Until recently, many mergers and acquisitions took the form of a “holding company” approach as it pertained to IT assets and services. That is, acquisitions would largely function independently with their own IT organizations and only integrate where needed. Informed by experience working with many organizations before, during and following integration, our perspective is that this holding company model of IT integration for acquired entities is inadequate to meet the demands of today’s market.
Today numerous market demands and internal, enterprise requirements for IT—including digital health and IT’s role in advancing strategic imperatives and cost containment—often require integrating the IT platform of acquired entities more closely with the acquiring institution. As a result, it is more critical than ever to consider IT in early stages of M&A due diligence.
Assessing the IT landscape and costs is a key step in getting the deal’s financial model right and setting the course for a successful integration and post-Day One transition.