Janice M. Roehl-Anderson

M&A Information Technology Best Practices

• Gebundenes Buch

Produktbeschreibung

Add value to your organization via the mergers & acquisitions IT function

As part of Deloitte Consulting, one of the largest mergers and acquisitions (M&A) consulting practice in the world, author Janice Roehl-Anderson reveals in M&A Information Technology Best Practices how companies can effectively and efficiently address the IT aspects of mergers, acquisitions, and divestitures. Filled with best practices for implementing and maintaining systems, this book helps financial and technology executives in every field to add value to their mergers, acquisitions, and/or divestitures via the IT function.
Features a companion website containing checklists and templates
Includes chapters written by Deloitte Consulting senior personnel
Outlines best practices with pragmatic insights and proactive strategies

Many M&As fail to meet their expectations. Be prepared to succeed with the thorough and proven guidance found in M&A Information Technology Best Practices. This one-stop resource allows participants in these deals to better understand the implications of what they need to do and how

Produktdetails

• Wiley Finance Series
• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 576
• Erscheinungstermin: 23. September 2013
• Englisch
• Abmessung: 235mm x 157mm x 35mm
• Gewicht: 832g
• ISBN-13: 9781118617571
• ISBN-10: 1118617576
• Artikelnr.: 37779786

Autorenporträt

JANICE M. ROEHL-ANDERSON is a Principal at Deloitte Consulting LLP, coordinating key components of the M&A IT-related services area. She has been responsible for leading some of Deloitte's most complex global mergers, acquisitions, divestitures, and initial public offering projects from a technology perspective. She has written numerous books on controllership and information technology and successfully passed the CPA exam.

Inhaltsangabe

Preface xv Acknowledgments xix PART I Introduction CHAPTER 1 Introduction
to the IT Aspects of Mergers, Acquisitions, and Divestitures 3 Varun Joshi
and Saurav Sharma Role of IT in M&A 4 Due Diligence 6
Integration/Separation Planning 8 Integration/Separation Execution 16
Wrapping It Up 20 CHAPTER 2 The Role of IT in Mergers and Acquisitions 23
Peter Blatman and Eugene Lukac Quest to Capture Synergies 24 Capturing the
Benefits 26 Wrapping It Up 32 CHAPTER 3 Aligning Business and IT Strategy
during Mergers, Acquisitions, and Divestitures 35 Jason Asper and Wes
Protsman The Business-Aligned Integration Model 36 Enterprise Blueprint and
IT Alignment 38 IT's Role in Functional Blueprinting 39 Decision Making and
Business Alignment 43 Business Alignment in Due Diligence 43 Wrapping It Up
44 CHAPTER 4 Mergers and Acquisitions IT Strategy, Approach, and
Governance: IT and Its Customers 47 Chris DeBeer and Michael H. Moore
Strategy 48 Approach 49 Governance 50 Finance 51 Operations 54 Human
Resources 57 Information Technology 60 Wrapping It Up 66 PART II
Information Technology's Role in Mergers, Acquisitions, and Divestitures
CHAPTER 5 IT Due Diligence Leading Practices 69 Mark Andrews and David
Sternberg Objectives and Complexities of IT Due Diligence 70 Areas of
Investigation 72 Proprietary or Product Technology-Driven Due Diligence 76
Impact of Transaction Type on the Due Diligence Investigation 77
Investigation for Strategic Buyers versus Financial Buyers 78
Considerations of Planning IT Due Diligence 79 Considerations of Conducting
IT Due Diligence 82 Considerations of Finalizing IT Due Diligence 86 Tying
Due Diligence to the Next Steps in the Post-Merger Process 88 Wrapping It
Up 88 CHAPTER 6 IT Infrastructure Aspects of Mergers, Acquisitions, and
Divestitures 91 Rick Kupcunas, Mike Trisko, Jeffry Sprengel, and Mushtaque
Heera IT Infrastructure Blueprinting 91 IT Infrastructure Planning 93 IT
Infrastructure Dependencies 100 Wrapping It Up 102 CHAPTER 7 M&A IT and
Synergies 105 Jim Boland, Ronald Goldberg, Colin Hartnett, Sunil Rai, and
Stephen Ronan IT's Role and Contribution to Synergy Capture 105 Synergy
Capture and Benefits Tracking during the Merger, Acquisition, and
Divestiture Lifecycle 120 Wrapping It Up 135 CHAPTER 8 Supporting Business
Objectives with M&A-Aware Enterprise Architecture 137 Pavel Krumkachev,
Shalva Nolen, Nitin Prabhakar, and Rajat Sharma Sources of IT-Related
Synergies during M&A 137 Post-Merger IT Integration Planning: The Model
Makes the Difference 139 M&A-Aware Enterprise Architecture Models 139
Divestitures and the Enterprise Architecture Frameworks 143 Wrapping It Up
144 CHAPTER 9 The Importance of a Tested IT Strategy and Approach for
Mergers, Acquisitions, and Divestitures 145 Pavel Krumkachev, Shalva Nolen,
Nitin Prabhakar, and Rajat Sharma M&A IT Organization and Strategy 145 A
Tested and Repeatable Approach for IT Integrations 149 A Tested and
Repeatable Approach for IT Divestitures 152 Wrapping It Up 155 CHAPTER 10
Cloud Considerations for M&A IT Architecture 157 Mike Brown Understanding
Cloud Solutions 157 Types of Cloud Solutions 158 Cloud Solution: Potential
Benefits 158 Opportunity during Post-M&A Integration 158 Cloud Solutions
for Post-M&A Plug-and-Play IT Frameworks 159 Determining Suitability for
Cloud Solutions 160 Assessing Cloud Migration Timing 160 Establishing a
Cloud Strategy 162 Evaluating Cloud Providers 163 Cloud Solution Success
Factors 164 Wrapping It Up 165 CHAPTER 11 Data Implications of Mergers and
Acquisitions 167 Sascha Elsing Criticality of Data Management in M&A
Transactions 167 Data Governance and Organizational Considerations 167 Data
Confidentiality, Privacy, Security, and Risk Management 168 Data Archiving
Requirements 168 Data Management Road Map 169 Customer Data Considerations
172 Wrapping It Up 173 CHAPTER 12 Using M&A to Streamline the Applications
Portfolio 175 Colin Whiteneck, Joydeep Mukherjee, Ted Veterano, and Venky
Iyer Overview of an Applications Rationalization Program 178 Achieving Cost
Synergies through Applications Rationalization 178 Achieving Operational
Synergies through Applications Rationalization 182 Technology and Cost
Impact in a Divestiture Event 188 Emerging Trends 193 Best Practices for
Applications Rationalization in an M&A Scenario 194 Wrapping It Up 198
CHAPTER 13 Third-Party Contracts in M&A: Identifying and Managing Common
Implications 199 Christine McKay, Joseph Joy, Ramkumar Jayaraman, and Ninad
Deshmukh Challenges Inherent in Different Types of M&A Transactions 200
Typical Realities 200 Primary Challenges 204 Tackling Challenges 206
Program Management 215 Wrapping It Up 217 Case Studies 218 Lessons Learned
221 CHAPTER 14 M&A IT Architecture and Infrastructure: Developing and
Delivering Transition Services Agreements 225 Olivier May and Kevin Charles
Plan Early and Resource Appropriately 227 Foster Deal Team and Business
Collaboration to Document Appropriately 229 Price Services Conservatively
231 Establish a Practical Governance Approach 235 Plan Exits and Remove
Stranded Costs 247 Wrapping It Up 250 CHAPTER 15 Day 1 Implications for IT
Functions 253 Sejal Gala and Sandeep Dasharath Top Day 1 Priorities for IT
253 Wrapping It Up 263 CHAPTER 16 Transition Services Agreement
(TSA)--Untangling the Web 265 Simon Singh, Nikhil Uppal, and Jennie Miller
Key Considerations for Drafting an Effective TSA 267 Structuring the TSA
270 Managing TSAs 271 Governance of TSA Services through a Parallel
Structure 273 Rationale for Accelerated Exit of a TSA 278 Key
Considerations for TSA Exit 279 Wrapping It Up 281 CHAPTER 17 IT Risk,
Security, and Controls in M&A: Identifying and Managing Common
Considerations 283 David Caruso, Kelly Moynihan, John Clark, Jamie Fox,
Joseph Joy, and Scott Kaufman Understanding the IT Risk, Security, and
Controls Current State 283 Practices for Managing IT Risk, Security, and
Control Considerations 293 Wrapping It Up 301 PART III The People Aspects
of Mergers, Acquisitions, and Divestitures CHAPTER 18 The Role of the CIO
in Mergers, Acquisitions, and Divestitures 305 Irwin Goverman The
Double-Duty Role 305 The Internal Role 307 The External Role 314 Some
Lessons Learned 317 Wrapping It Up 320 CHAPTER 19 The Role of CFO 321 Rich
Rorem, Trevear Thomas, Nnamdi Lowrie, Heith Rothman, Venkat Swaminathan,
Chelsea Gorr, Jenny Xu, and Mia Velasquez Strategist Face 324 Catalyst Face
329 Operator Face 332 Steward Face 338 Wrapping It Up 341 CHAPTER 20
Managing the People Side of IT M&A 345 Tammie Potvin, Don Miller, Suseela
Kadiyala, Michael Proppe, Sarah Hindley, and Laurel Vickers Key Priority:
Communicating for Impact 346 Merger Stages 348 Effective M&A Communication
351 Key Priority: Defining the Future-State IT Organization 352 Steps in
M&A Organization Design 353 Key Priority: Assessing and Selecting IT Talent
358 Key Priority: Managing Change 363 Start with Your Leadership Team 363
Transition Employees 366 Consider Cultural Implications 367 Assess
Integration Progress 369 Wrapping It Up 370 CHAPTER 21 Planning for
Business Process Changes Impacting Information Technology 373 Blair Kin
Pre-Day 1 Planning 373 Day 1 Integration Imperatives 376 Long-Term
Integration Requirements 380 Wrapping It Up 388 PART IV M&A IT Project
Governance, Testing, and Business Intelligence CHAPTER 22 Integration
Management Office Best Practices 393 David Lake and Mauro Schiavon Roles
and Responsibilities 393 Key Activities 395 Sample IMO Templates and
Deliverables 398 Managing the Deal 398 Wrapping It Up 403 CHAPTER 23 IT
Program Governance during the Deal 405 John Uccello Establish Governance
Model 405 Establish the Program Management Office 408 Execute the Plan 413
Wrapping It Up 415 CHAPTER 24 Important Role of Data in an M&A Transaction
417 Lynda Gibson, Anil Tondavadi, and Chris Vu Current Challenges and Lost
Opportunities 418 Top 10 Ways to Use Information Management to Improve M&A
419 Wrapping It Up 438 CHAPTER 25 Overview of Testing 439 Angela Mattix
Types of Testing 439 Testing Functions and Tools 443 Test Preparation
Activities 444 Timing of Testing 446 Wrapping It Up 448 PART V Conclusion
CHAPTER 26 Why Mergers, Acquisitions, and Divestitures Fail, and
Considerations to Help Avoid a Similar Fate 451 Nikhil Menon M&A Risks 452
Common Pitfalls 453 Critical Success Factors 455 Wrapping It Up 457 CHAPTER
27 M&A IT Key Success Factors 459 Nadia Orawski and Luke Bates Key Success
Factors 459 Wrapping It Up 461 CHAPTER 28 M&A IT, Summing It All Up 463
Habeeb Dihu, Nadia Orawski, Justin Calvin, Luke Bates, Bryce Metro, and
Eric Niederhelman Best Practices 464 Best Practices to Be Considered Prior
to the Deal 464 M&A IT Strategy, Approach, and Governance Best Practices
467 M&A IT Security and Privacy Implications Best Practices 472 M&A IT and
Synergies Best Practices 473 M&A IT Contracts Best Practices 473 M&A IT
Organizational Implications Best Practices 475 Best Practices to Consider
in Order to Execute the Deal 477 Lessons Learned 478 Wrapping It Up 479
APPENDIX A M&A IT Playbook Overview 493 Joseph Joy, Shalva Nolen, Simon
Singh, and Nikhil Uppal APPENDIX B Sample M&A IT Checklists 509 Shalva
Nolen, Sreekanth Gopinathan, and Devi Aradada APPENDIX C M&A IT Sample Case
Studies 521 Manish Laad, Abhishek Mathur, and Prasanna Rajappa About the
Editor 531 About the Website 533 Index 535