This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Post-merger Integration [PMI]: IT Integration Framework) is a 26-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
After a merger, the Post-Merger Integration (PMI) process is critical to ensure the success of the newly formed organization. In many cases, the integration of the IT function provides the foundation and backbone to a successful PMI. IT plays a critical role in creating a smooth transition within the newly merged organization—delivering quick, reliable value.
IT brings tremendous benefits in both the short- and long-term, by enabling business synergies, providing business continuity, and creating cost savings. This presentation first discusses these benefits brought from IT, followed by the sources of IT savings and their potential.
Additional topics covered by this framework include:
5 Roles of IT in PMI
1. Supporting the business case.
2. Reducing organizational duplication.
3. Enabling additional business synergies.
4. Building long-term capabilities.
5. Providing operational visibility.
5 Approaches to IT Integration
1. Loosely Coupled
2. Select One
3. Best of Breed
4. Replace All
5. Outsource
5-phase IT Integration Approach
1. Launching day 1 activities.
2. Evaluating integration approaches.
3. Enabling organizational synergies.
4. Designing the future state IT function.
5. Developing the IT roadmap.
This deck also includes slide templates for you to use in your own business presentations.
This comprehensive framework delves into the critical role IT plays in post-merger integration, emphasizing the importance of selecting the right approach for IT integration. It outlines five primary approaches: Loosely Coupled, Select One, Best of Breed, Replace All, and Outsource. Each approach is tailored to different merger scenarios, ensuring that IT systems align with the strategic goals of the newly formed organization. By choosing the appropriate approach, organizations can streamline operations, reduce redundancies, and maximize synergies.
The PPT also provides a detailed five-phase IT integration approach developed by A.T. Kearney. This approach includes launching day 1 activities, evaluating integration approaches, enabling organizational synergies, designing the future state IT function, and developing the IT roadmap. Each phase is designed to mitigate risks, realize cost savings, and reduce the typical turmoil associated with the PMI process. This structured methodology ensures a seamless transition, enabling the new organization to quickly achieve its strategic objectives.
This PPT slide emphasizes the essential role of IT in the Post-merger Integration (PMI) process, outlining its impact across 5 key areas. It asserts that IT serves as the backbone of PMI, suggesting that effective IT integration is critical for achieving desired outcomes post-merger.
The first area, "Supporting the business case," indicates that IT must align with the overall strategic objectives of the merger. This alignment ensures that technology initiatives directly contribute to the business goals, enhancing the likelihood of a successful integration.
Next, "Reducing organizational duplication" highlights the importance of streamlining IT systems and processes. By minimizing redundancies, organizations can enhance efficiency and reduce costs, which is vital during the often complex integration phase.
The third point, "Enabling additional business synergies," suggests that IT can facilitate collaboration and communication between the merging entities. This synergy can lead to improved operational effectiveness and innovation, ultimately benefiting the merged organization.
"Building long-term capabilities" reflects the need for IT to not only support immediate integration efforts, but also to lay a foundation for future growth and scalability. This foresight is crucial for sustaining competitive positioning in the market.
Finally, "Providing operational visibility" underscores the necessity for transparency in operations. Effective IT systems can offer real-time insights into performance metrics, enabling informed decision-making and agile responses to challenges.
Overall, the slide conveys that a robust IT strategy is indispensable for maximizing value during PMI. It encourages potential customers to consider how IT can be leveraged to drive integration success and achieve strategic objectives.
This PPT slide outlines a structured approach to IT integration during a merger, focusing on 3 key phases. The first phase, "Launching day 1 activities," emphasizes the importance of minimizing disruptions right from the outset. It involves evaluating potential risks and establishing risk mitigation strategies. Immediate IT requirements are assessed to provide interim guidance for the merger, while an inventory of the current IT systems and organizations is taken. This sets the groundwork for the future IT organization and includes an analysis of current costs to estimate potential savings.
The second phase, "Evaluating integration approaches," shifts the focus to determining the most suitable merger strategy. Detailed evaluations of the current state of the merging IT functions are conducted, including mapping applications, organizations, and infrastructure. This phase also assesses the readiness of the merging organizations for change. The goal is to outline existing IT capabilities and understand the major business capabilities needed for the future combined IT organization.
The final phase, "Enabling organizational synergies," aims to identify and address potential risks while exploring major opportunities within the merged IT functions. It suggests that reviewing and prioritizing IT initiatives should begin before day one, as this is crucial for enabling synergies. This structured approach not only mitigates risks, but also positions the merged entity to realize cost savings and streamline operations effectively. Overall, the slide presents a comprehensive framework for managing IT integration in a merger context.
This PPT slide presents a structured overview of potential savings in IT spending, categorized into 3 main areas: Applications, Technology, and IT Organization. Each category outlines specific strategies aimed at optimizing costs during a merger, along with projected savings percentages.
In the Applications section, the strategies focus on rationalizing applications and projects, integrating enterprise resource planning systems, and reducing maintenance contract duplication. The potential savings in this category range from 15% to 30%. This suggests that a thorough review and consolidation of software applications can yield significant cost reductions, which is critical during the integration phase of a merger.
The Technology category emphasizes consolidating data centers, rationalizing maintenance agreements, and retiring outdated hardware. The expected savings here are between 10% and 20%. This indicates that streamlining technology infrastructure can lead to more efficient operations and lower ongoing costs, which is essential for maintaining competitiveness post-merger.
Lastly, the IT Organization section addresses workforce optimization by reducing duplicate roles, rationalizing development and support resources, and outlining key skills and competencies. The potential savings in this area are estimated at 15% to 25%. This highlights the importance of aligning human resources with the new organizational structure to eliminate redundancies and enhance productivity.
Overall, the slide serves as a strategic guide for executives looking to identify and capitalize on cost-saving opportunities during the integration process. It underscores the necessity of a focused approach to IT spending to maximize efficiencies and drive value in a merged entity.
This PPT slide outlines 5 primary approaches to IT integration, emphasizing the necessity of selecting the most suitable method based on the specific merger situation. Each approach is visually represented in a circular format, allowing for quick comprehension of their distinct characteristics.
The first approach, "Outsource," suggests delegating systems to third-party providers while ensuring alignment with the overarching architectural direction. This can be beneficial for organizations looking to leverage external expertise without fully relinquishing control over their IT framework.
"Loosely Coupled" indicates a strategy where systems remain separate and fragmented. This approach allows for modifications in reporting to facilitate consolidation, which may be ideal for companies that prefer to maintain operational independence during the integration phase.
The "Select One" method involves choosing a single IT model that aligns best with the combined business strategy of the merged entities. This can streamline operations, but may require significant adjustments to existing systems.
"Best of Breed" focuses on identifying the most effective setups available, prioritizing architectural direction. This approach allows organizations to capitalize on the strengths of various systems, fostering innovation and efficiency.
Lastly, "Replace All" advocates for phasing out legacy systems entirely. While this can lead to a fresh start, it also demands substantial investment and change management efforts.
The slide concludes with a note on the importance of aligning the chosen integration approach with the merger type and the strategic objectives of the new organization. This highlights the critical nature of thoughtful decision-making in IT integration during mergers.
This PPT slide outlines the critical role of IT in post-merger integration (PMI), focusing on 2 primary benefit areas: building long-term capabilities and providing operational visibility.
Under "Building long-term capabilities," the text emphasizes that IT is foundational for the merged organization's operational model. It suggests that after completing short-term integration tasks, IT can pivot to support the strategic growth goals of the new entity. The mention of a cost-effective technology infrastructure indicates that financial prudence in IT investments is essential for a successful merger. This implies that organizations should prioritize IT systems that not only facilitate immediate integration, but also support future scalability and efficiency.
The second benefit area, "Providing operational visibility," addresses the inherent uncertainties employees face during the PMI process. The slide highlights IT's role in alleviating these concerns by enabling leadership to communicate effectively. It suggests that robust reporting infrastructures and collaborative tools, such as social networking platforms and wikis, can enhance transparency and keep employees informed about ongoing plans and progress. This communication is vital for maintaining morale and productivity during a potentially disruptive period.
Overall, the slide conveys that a well-structured IT framework is not just a support function, but a strategic asset that can significantly influence the success of the merger. It underscores the importance of aligning IT capabilities with broader organizational goals to ensure a smooth transition and long-term viability.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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