You must never underestimate the extra workload placed on IT teams for ensuring a harmonious marriage of two disparate IT estates whether you are part of the acquired or the acquirer. Having previously paid a role actively in working alongside several organizations facing such circumstances, the following are some tips for anybody tasked with making sure that the result is successful.
1. It Is Not Possible To Eat an Elephant Whole
In those early days, your focus will be almost exclusively on the short-term requirements. However, you should never do this at the expense of your long term vision. You will need a strategy for the integration of the different sets of systems for the benefit of the new amalgamated organization. Tackling this in bits ensures that you tackle the countless infrastructures and technologies in play. Since every situation will be different and there is no universal solution to this it is good to be mindful.
2. Avoiding Double-Vision
Acquisitions and mergers by their very nature bring about duplication of personnel, systems, and resources. While duplication may be tolerable for a while, no organization wishes to do this indefinitely. The plan should therefore have to think about creating a path through the duplication while rationalizing both the personnel and the technology at your disposal. Utilization, understanding refresh cycles, and the determination of preferences for standardization that will have to take place will all be critical to this.
3. Supporting the VIP’s
In the first days after a merger or acquisition, you will be responsible for ensuring that a crack team of specialists from Operations, Finance, HR, and others tasked with the bringing of the two organizations together have the ability to traverse the IT systems belonging to both of the companies smoothly. Looking for such helpful technologies will ensure that this is simple to manage and quick to do, even if for a short while.
4. Many Hands Help To Lighten The Work Load
Chances are high that you may not really have the personnel capacity for delivering what is required and fulfill your strategy. This is particularly the case if coming together means support or delivery expertise in various new regions globally. Ensure that you are aware of the skills at your disposal and ensure that you have the means of plugging the gaps that may exist in resource or knowledge to make sure that the integration will follow your plan.
5. Looking To The Clouds
Once two organizations come together, unpredictability will follow. And Merger Technology suggest, the cloud and more specifically virtual data rooms have the potential to play a key role in the provision of any infrastructural capacity which may be needed. Consider it as a bridging point with all of the burst capacity that you may need, available on-tap when you need it. Even in instances where both organizations are of similar size, the combined infrastructure will frequently not have the capability to meet the collective demand. In the long-term cloud might not be the solution but you must never discount it as a powerful interim measure.
6. Never Forget The Drillers
Drillers are the people that are often forgotten users post acquisition or merger and have to be considered in the plans just like everybody else. It is essential to ensure that corporate connections are properly integrated in to the new environment and that they are also maintained. Since both of the organizations will be running multiple drilling campaigns at any given moment, there may also be room for rationalizing both outbound and inbound connectivity at the well sites for the delivery of valuable economies of scale as well as for improving services for these personnel.