{"product_id":"m-a-information-technology-best-practices-isbn-9781118617571","title":"M\u0026A Information Technology Best Practices","description":"\u003cp\u003e\u003cb\u003eAdd value to your organization via the mergers \u0026amp; acquisitions IT function\u003c\/b\u003e \u003c\/p\u003e \u003cp\u003eAs part of Deloitte Consulting, one of the largest mergers and acquisitions (M\u0026amp;A) consulting practice in the world, author Janice Roehl-Anderson reveals in \u003ci\u003eM\u0026amp;A Information Technology Best Practices\u003c\/i\u003e 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. \u003c\/p\u003e \u003cul\u003e \u003cli\u003eFeatures a companion website containing checklists and templates\u003c\/li\u003e \u003cli\u003eIncludes chapters written by Deloitte Consulting senior personnel\u003c\/li\u003e \u003cli\u003eOutlines best practices with pragmatic insights and proactive strategies \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eMany M\u0026amp;As fail to meet their expectations. Be prepared to succeed with the thorough and proven guidance found in \u003ci\u003eM\u0026amp;A Information Technology Best Practices\u003c\/i\u003e. This one-stop resource allows participants in these deals to better understand the implications of what they need to do and how\u003c\/p\u003e \u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003eAcknowledgments xix\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Introduction\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Introduction to the IT Aspects of Mergers, Acquisitions, and Divestitures 3\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eVarun Joshi and Saurav Sharma\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRole of IT in M\u0026amp;A 4\u003c\/p\u003e \u003cp\u003eDue Diligence 6\u003c\/p\u003e \u003cp\u003eIntegration\/Separation Planning 8\u003c\/p\u003e \u003cp\u003eIntegration\/Separation Execution 16\u003c\/p\u003e \u003cp\u003eWrapping It Up 20\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 The Role of IT in Mergers and Acquisitions 23\u003c\/b\u003e\u003cbr\u003e \u003ci\u003ePeter Blatman and Eugene Lukac\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eQuest to Capture Synergies 24\u003c\/p\u003e \u003cp\u003eCapturing the Benefits 26\u003c\/p\u003e \u003cp\u003eWrapping It Up 32\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Aligning Business and IT Strategy during Mergers, Acquisitions, and Divestitures 35\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJason Asper and Wes Protsman\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eThe Business-Aligned Integration Model 36\u003c\/p\u003e \u003cp\u003eEnterprise Blueprint and IT Alignment 38\u003c\/p\u003e \u003cp\u003eIT’s Role in Functional Blueprinting 39\u003c\/p\u003e \u003cp\u003eDecision Making and Business Alignment 43\u003c\/p\u003e \u003cp\u003eBusiness Alignment in Due Diligence 43\u003c\/p\u003e \u003cp\u003eWrapping It Up 44\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 Mergers and Acquisitions IT Strategy, Approach, and Governance: IT and Its Customers 47\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eChris DeBeer and Michael H. Moore\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eStrategy 48\u003c\/p\u003e \u003cp\u003eApproach 49\u003c\/p\u003e \u003cp\u003eGovernance 50\u003c\/p\u003e \u003cp\u003eFinance 51\u003c\/p\u003e \u003cp\u003eOperations 54\u003c\/p\u003e \u003cp\u003eHuman Resources 57\u003c\/p\u003e \u003cp\u003eInformation Technology 60\u003c\/p\u003e \u003cp\u003eWrapping It Up 66\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Information Technology’s Role in Mergers, Acquisitions, and Divestitures\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 IT Due Diligence Leading Practices 69\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eMark Andrews and David Sternberg\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eObjectives and Complexities of IT Due Diligence 70\u003c\/p\u003e \u003cp\u003eAreas of Investigation 72\u003c\/p\u003e \u003cp\u003eProprietary or Product Technology–Driven Due Diligence 76\u003c\/p\u003e \u003cp\u003eImpact of Transaction Type on the Due Diligence Investigation 77\u003c\/p\u003e \u003cp\u003eInvestigation for Strategic Buyers versus Financial Buyers 78\u003c\/p\u003e \u003cp\u003eConsiderations of Planning IT Due Diligence 79\u003c\/p\u003e \u003cp\u003eConsiderations of Conducting IT Due Diligence 82\u003c\/p\u003e \u003cp\u003eConsiderations of Finalizing IT Due Diligence 86\u003c\/p\u003e \u003cp\u003eTying Due Diligence to the Next Steps in the Post-Merger Process 88\u003c\/p\u003e \u003cp\u003eWrapping It Up 88\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 IT Infrastructure Aspects of Mergers, Acquisitions, and Divestitures 91\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eRick Kupcunas, Mike Trisko, Jeffry Sprengel, and Mushtaque Heera\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIT Infrastructure Blueprinting 91\u003c\/p\u003e \u003cp\u003eIT Infrastructure Planning 93\u003c\/p\u003e \u003cp\u003eIT Infrastructure Dependencies 100\u003c\/p\u003e \u003cp\u003eWrapping It Up 102\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 M\u0026amp;A IT and Synergies 105\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eJim Boland, Ronald Goldberg, Colin Hartnett, Sunil Rai, and Stephen Ronan\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIT’s Role and Contribution to Synergy Capture 105\u003c\/p\u003e \u003cp\u003eSynergy Capture and Benefits Tracking during the Merger, Acquisition, and Divestiture Lifecycle 120\u003c\/p\u003e \u003cp\u003eWrapping It Up 135\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Supporting Business Objectives with M\u0026amp;A-Aware Enterprise Architecture 137\u003cbr\u003e \u003c\/b\u003e\u003ci\u003ePavel Krumkachev, Shalva Nolen, Nitin Prabhakar, and Rajat Sharma\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSources of IT-Related Synergies during M\u0026amp;A 137\u003c\/p\u003e \u003cp\u003ePost-Merger IT Integration Planning: The Model Makes the Difference 139\u003c\/p\u003e \u003cp\u003eM\u0026amp;A-Aware Enterprise Architecture Models 139\u003c\/p\u003e \u003cp\u003eDivestitures and the Enterprise Architecture Frameworks 143\u003c\/p\u003e \u003cp\u003eWrapping It Up 144\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 The Importance of a Tested IT Strategy and Approach for Mergers, Acquisitions, and \u003c\/b\u003eDivestitures 145\u003cbr\u003e \u003ci\u003ePavel Krumkachev, Shalva Nolen, Nitin Prabhakar, and Rajat Sharma\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eM\u0026amp;A IT Organization and Strategy 145\u003c\/p\u003e \u003cp\u003eA Tested and Repeatable Approach for IT Integrations 149\u003c\/p\u003e \u003cp\u003eA Tested and Repeatable Approach for IT Divestitures 152\u003c\/p\u003e \u003cp\u003eWrapping It Up 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 Cloud Considerations for M\u0026amp;A IT Architecture 157\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMike Brown\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Cloud Solutions 157\u003c\/p\u003e \u003cp\u003eTypes of Cloud Solutions 158\u003c\/p\u003e \u003cp\u003eCloud Solution: Potential Benefits 158\u003c\/p\u003e \u003cp\u003eOpportunity during Post-M\u0026amp;A Integration 158\u003c\/p\u003e \u003cp\u003eCloud Solutions for Post-M\u0026amp;A Plug-and-Play IT Frameworks 159\u003c\/p\u003e \u003cp\u003eDetermining Suitability for Cloud Solutions 160\u003c\/p\u003e \u003cp\u003eAssessing Cloud Migration Timing 160\u003c\/p\u003e \u003cp\u003eEstablishing a Cloud Strategy 162\u003c\/p\u003e \u003cp\u003eEvaluating Cloud Providers 163\u003c\/p\u003e \u003cp\u003eCloud Solution Success Factors 164\u003c\/p\u003e \u003cp\u003eWrapping It Up 165\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Data Implications of Mergers and Acquisitions 167\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eSascha Elsing\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCriticality of Data Management in M\u0026amp;A Transactions 167\u003c\/p\u003e \u003cp\u003eData Governance and Organizational Considerations 167\u003c\/p\u003e \u003cp\u003eData Confidentiality, Privacy, Security, and Risk Management 168\u003c\/p\u003e \u003cp\u003eData Archiving Requirements 168\u003c\/p\u003e \u003cp\u003eData Management Road Map 169\u003c\/p\u003e \u003cp\u003eCustomer Data Considerations 172\u003c\/p\u003e \u003cp\u003eWrapping It Up 173\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Using M\u0026amp;A to Streamline the Applications Portfolio 175\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eColin Whiteneck, Joydeep Mukherjee, Ted Veterano, and Venky Iyer\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eOverview of an Applications Rationalization Program 178\u003c\/p\u003e \u003cp\u003eAchieving Cost Synergies through Applications Rationalization 178\u003c\/p\u003e \u003cp\u003eAchieving Operational Synergies through Applications Rationalization 182\u003c\/p\u003e \u003cp\u003eTechnology and Cost Impact in a Divestiture Event 188\u003c\/p\u003e \u003cp\u003eEmerging Trends 193\u003c\/p\u003e \u003cp\u003eBest Practices for Applications Rationalization in an M\u0026amp;A Scenario 194\u003c\/p\u003e \u003cp\u003eWrapping It Up 198\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Third-Party Contracts in M\u0026amp;A: Identifying and Managing Common Implications 199\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eChristine McKay, Joseph Joy, Ramkumar Jayaraman, and Ninad Deshmukh\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChallenges Inherent in Different Types of M\u0026amp;A Transactions 200\u003c\/p\u003e \u003cp\u003eTypical Realities 200\u003c\/p\u003e \u003cp\u003ePrimary Challenges 204\u003c\/p\u003e \u003cp\u003eTackling Challenges 206\u003c\/p\u003e \u003cp\u003eProgram Management 215\u003c\/p\u003e \u003cp\u003eWrapping It Up 217\u003c\/p\u003e \u003cp\u003eCase Studies 218\u003c\/p\u003e \u003cp\u003eLessons Learned 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 M\u0026amp;A IT Architecture and Infrastructure: Developing and Delivering Transition Services Agreements 225\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eOlivier May and Kevin Charles\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePlan Early and Resource Appropriately 227\u003c\/p\u003e \u003cp\u003eFoster Deal Team and Business Collaboration to Document Appropriately 229\u003c\/p\u003e \u003cp\u003ePrice Services Conservatively 231\u003c\/p\u003e \u003cp\u003eEstablish a Practical Governance Approach 235\u003c\/p\u003e \u003cp\u003ePlan Exits and Remove Stranded Costs 247\u003c\/p\u003e \u003cp\u003eWrapping It Up 250\u003c\/p\u003e \u003cp\u003eChapter 15\u003c\/p\u003e \u003cp\u003eDay 1 Implications for IT Functions 253\u003cbr\u003e \u003ci\u003eSejal Gala and Sandeep Dasharath\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTop Day 1 Priorities for IT 253\u003c\/p\u003e \u003cp\u003eWrapping It Up 263\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 Transition Services Agreement (TSA)—Untangling the Web 265\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eSimon Singh, Nikhil Uppal, and Jennie Miller\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eKey Considerations for Drafting an Effective TSA 267\u003c\/p\u003e \u003cp\u003eStructuring the TSA 270\u003c\/p\u003e \u003cp\u003eManaging TSAs 271\u003c\/p\u003e \u003cp\u003eGovernance of TSA Services through a Parallel Structure 273\u003c\/p\u003e \u003cp\u003eRationale for Accelerated Exit of a TSA 278\u003c\/p\u003e \u003cp\u003eKey Considerations for TSA Exit 279\u003c\/p\u003e \u003cp\u003eWrapping It Up 281\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 IT Risk, Security, and Controls in M\u0026amp;A: Identifying and Managing Common Considerations 283\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eDavid Caruso, Kelly Moynihan, John Clark, Jamie Fox, Joseph Joy, and Scott Kaufman\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding the IT Risk, Security, and Controls Current State 283\u003c\/p\u003e \u003cp\u003ePractices for Managing IT Risk, Security, and Control Considerations 293\u003c\/p\u003e \u003cp\u003eWrapping It Up 301\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III The People Aspects of Mergers, Acquisitions, and Divestitures\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 The Role of the CIO in Mergers, Acquisitions, and Divestitures 305\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eIrwin Goverman\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eThe Double-Duty Role 305\u003c\/p\u003e \u003cp\u003eThe Internal Role 307\u003c\/p\u003e \u003cp\u003eThe External Role 314\u003c\/p\u003e \u003cp\u003eSome Lessons Learned 317\u003c\/p\u003e \u003cp\u003eWrapping It Up 320\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 The Role of CFO 321\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eRich Rorem, Trevear Thomas, Nnamdi Lowrie, Heith Rothman, Venkat Swaminathan, Chelsea Gorr, Jenny Xu, and Mia Velasquez\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eStrategist Face 324\u003c\/p\u003e \u003cp\u003eCatalyst Face 329\u003c\/p\u003e \u003cp\u003eOperator Face 332\u003c\/p\u003e \u003cp\u003eSteward Face 338\u003c\/p\u003e \u003cp\u003eWrapping It Up 341\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20 Managing the People Side of IT M\u0026amp;A 345\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTammie Potvin, Don Miller, Suseela Kadiyala, Michael Proppe, Sarah Hindley, and Laurel Vickers\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eKey Priority: Communicating for Impact 346\u003c\/p\u003e \u003cp\u003eMerger Stages 348\u003c\/p\u003e \u003cp\u003eEffective M\u0026amp;A Communication 351\u003c\/p\u003e \u003cp\u003eKey Priority: Defining the Future-State IT Organization 352\u003c\/p\u003e \u003cp\u003eSteps in M\u0026amp;A Organization Design 353\u003c\/p\u003e \u003cp\u003eKey Priority: Assessing and Selecting IT Talent 358\u003c\/p\u003e \u003cp\u003eKey Priority: Managing Change 363\u003c\/p\u003e \u003cp\u003eStart with Your Leadership Team 363\u003c\/p\u003e \u003cp\u003eTransition Employees 366\u003c\/p\u003e \u003cp\u003eConsider Cultural Implications 367\u003c\/p\u003e \u003cp\u003eAssess Integration Progress 369\u003c\/p\u003e \u003cp\u003eWrapping It Up 370\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21 Planning for Business Process Changes Impacting Information Technology 373\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eBlair Kin\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003ePre-Day 1 Planning 373\u003c\/p\u003e \u003cp\u003eDay 1 Integration Imperatives 376\u003c\/p\u003e \u003cp\u003eLong-Term Integration Requirements 380\u003c\/p\u003e \u003cp\u003eWrapping It Up 388\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV M\u0026amp;A IT Project Governance, Testing, and Business Intelligence\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22 Integration Management Office Best Practices 393\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eDavid Lake and Mauro Schiavon\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRoles and Responsibilities 393\u003c\/p\u003e \u003cp\u003eKey Activities 395\u003c\/p\u003e \u003cp\u003eSample IMO Templates and Deliverables 398\u003c\/p\u003e \u003cp\u003eManaging the Deal 398\u003c\/p\u003e \u003cp\u003eWrapping It Up 403\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23 IT Program Governance during the Deal 405\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eJohn Uccello\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eEstablish Governance Model 405\u003c\/p\u003e \u003cp\u003eEstablish the Program Management Office 408\u003c\/p\u003e \u003cp\u003eExecute the Plan 413\u003c\/p\u003e \u003cp\u003eWrapping It Up 415\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24 Important Role of Data in an M\u0026amp;A Transaction 417\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eLynda Gibson, Anil Tondavadi, and Chris Vu\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCurrent Challenges and Lost Opportunities 418\u003c\/p\u003e \u003cp\u003eTop 10 Ways to Use Information Management to Improve M\u0026amp;A 419\u003c\/p\u003e \u003cp\u003eWrapping It Up 438\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 25 Overview of Testing 439\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eAngela Mattix\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTypes of Testing 439\u003c\/p\u003e \u003cp\u003eTesting Functions and Tools 443\u003c\/p\u003e \u003cp\u003eTest Preparation Activities 444\u003c\/p\u003e \u003cp\u003eTiming of Testing 446\u003c\/p\u003e \u003cp\u003eWrapping It Up 448\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart V Conclusion\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 26 Why Mergers, Acquisitions, and Divestitures Fail, and Considerations to Help Avoid a Similar Fate 451\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eNikhil Menon\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eM\u0026amp;A Risks 452\u003c\/p\u003e \u003cp\u003eCommon Pitfalls 453\u003c\/p\u003e \u003cp\u003eCritical Success Factors 455\u003c\/p\u003e \u003cp\u003eWrapping It Up 457\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 27 M\u0026amp;A IT Key Success Factors 459\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eNadia Orawski and Luke Bates\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eKey Success Factors 459\u003c\/p\u003e \u003cp\u003eWrapping It Up 461\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 28 M\u0026amp;A IT, Summing It All Up 463\u003c\/b\u003e\u003cbr\u003e \u003ci\u003eHabeeb Dihu, Nadia Orawski, Justin Calvin, Luke Bates, Bryce Metro, and Eric Niederhelman\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBest Practices 464\u003c\/p\u003e \u003cp\u003eBest Practices to Be Considered Prior to the Deal 464\u003c\/p\u003e \u003cp\u003eM\u0026amp;A IT Strategy, Approach, and Governance Best Practices 467\u003c\/p\u003e \u003cp\u003eM\u0026amp;A IT Security and Privacy Implications Best Practices 472\u003c\/p\u003e \u003cp\u003eM\u0026amp;A IT and Synergies Best Practices 473\u003c\/p\u003e \u003cp\u003eM\u0026amp;A IT Contracts Best Practices 473\u003c\/p\u003e \u003cp\u003eM\u0026amp;A IT Organizational Implications Best Practices 475\u003c\/p\u003e \u003cp\u003eBest Practices to Consider in Order to Execute the Deal 477\u003c\/p\u003e \u003cp\u003eLessons Learned 478\u003c\/p\u003e \u003cp\u003eWrapping It Up 479\u003c\/p\u003e \u003cp\u003eAppendix A M\u0026amp;A IT Playbook Overview 493\u003cbr\u003e \u003ci\u003eJoseph Joy, Shalva Nolen, Simon Singh, and Nikhil Uppal\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAppendix B Sample M\u0026amp;A IT Checklists 509\u003cbr\u003e \u003ci\u003eShalva Nolen, Sreekanth Gopinathan, and Devi Aradada\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAppendix C M\u0026amp;A IT Sample Case Studies 521\u003cbr\u003e \u003ci\u003eManish Laad, Abhishek Mathur, and Prasanna Rajappa\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAbout the Editor 531\u003c\/p\u003e \u003cp\u003eAbout the Website 533\u003c\/p\u003e \u003cp\u003eIndex 535 \u003c\/p\u003e \u003cp\u003e \u003cb\u003eJANICE M. ROEHL-ANDERSON\u003c\/b\u003e is a Principal at Deloitte Consulting LLP, coordinating key components of the M\u0026amp;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. \u003c\/p\u003e\u003cp\u003e   \u003c\/p\u003e\u003cp\u003eM\u0026amp;A Information Technology \u003c\/p\u003e\u003cp\u003eBest Practices \u003c\/p\u003e\u003cp\u003eThe mergers and acquisitions (M\u0026amp;A) transaction process is fraught with pitfalls and roadblocks that must be carefully navigated with skill and care to achieve the goal of one new, improved organization from two separate, distinctly different companies. Of all these pitfalls, the one that frequently poses the biggest challenge is how to plan for and execute post-merger information technology (IT) systems integration. \u003c\/p\u003e\u003cp\u003eRefreshingly free of jargon, \u003ci\u003eM\u0026amp;A Information Technology Best Practices\u003c\/i\u003e serves as a guide to mergers, acquisitions, and divestitures for executives and their direct reports. Featuring contributions from industry leaders, this volume details ways to facilitate successful deals by appropriately leveraging the IT function throughout the transaction. \u003c\/p\u003e\u003cp\u003eThe best practices highlighted in this comprehensive manual offer need-to-know information concerning the IT aspects of deals, the role of IT during those deals, how business and IT strategy can be aligned during a deal, and key components of how IT needs to manage its operations during a deal. \u003c\/p\u003e\u003cp\u003eWith a companion website containing checklists for due diligence, integration and divestiture planning, and a detailed framework for a playbook on how to execute a deal from an IT perspective, this essential guide to IT best practices for mergers, acquisitions, and divestitures explores: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eIT's role in mergers and acquisitions\u003c\/li\u003e \u003cli\u003eAligning business and IT during mergers, acquisitions, and divestitures\u003c\/li\u003e \u003cli\u003eM\u0026amp;A IT strategy, approach, and governance\u003c\/li\u003e \u003cli\u003eIT due diligence leading practices\u003c\/li\u003e \u003cli\u003eIT infrastructure aspects of mergers, acquisitions, and divestitures\u003c\/li\u003e \u003cli\u003eM\u0026amp;A IT and synergies\u003c\/li\u003e \u003cli\u003eCloud considerations for M\u0026amp;A IT architecture\u003c\/li\u003e \u003cli\u003eData implication of M\u0026amp;A\u003c\/li\u003e \u003cli\u003eThird-party contracts in M\u0026amp;A\u003c\/li\u003e \u003cli\u003eIT risk, security, and controls in M\u0026amp;A\u003c\/li\u003e \u003cli\u003eThe role of the CIO and CFO\u003c\/li\u003e \u003cli\u003eManaging the people side of M\u0026amp;A IT\u003c\/li\u003e \u003cli\u003eIT program governance\u003c\/li\u003e \u003cli\u003eHow to avoid an M\u0026amp;A failure\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eIts heavy reliance by executives in today's business environment makes IT a priority item in the M\u0026amp;A agenda. Filled with plain-English guidance, checklists, and cases, \u003ci\u003eM\u0026amp;A Information Technology Best Practices\u003c\/i\u003e is a playbook for M\u0026amp;A IT results. \u003c\/p\u003e\u003cp\u003e  \u003c\/p\u003e  \u003cp\u003e\u003cb\u003e\u003ci\u003ePraise for\u003c\/i\u003e  M\u0026amp;A Information Technology Best Practice\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e \"Jan Roehl-Anderson and colleagues have done a superb job creating a guidebook for executives in an area where limited information exists—how to leverage the IT function during a merger, an acquisition, or a divestiture. The book examines current trends and is loaded with practical examples. The book and related website are brimming with valuable blueprints, checklists, and case studies.\" \u003cbr\u003e\u003cb\u003e\u003csmall\u003e—VALERIE BORTHWICK \u003c\/small\u003e\u003c\/b\u003eformer Senior Vice President, Oracle Consulting \u003c\/p\u003e\u003cp\u003e\"Every once in a while, you come across a book that provides real-world, practical advice on an important business topic—\u003ci\u003eM\u0026amp;A Information Technology Best Practices\u003c\/i\u003e is one of those gems. The twenty-plus years that Jan and her team have worked in the M\u0026amp;A IT space have provided valuable experiences and insights that can benefit a broad audience. This is a must-read for every business and IT executive who has or will be involved in a merger, acquisition, or divestiture effort.\" \u003cbr\u003e\u003cb\u003e\u003csmall\u003e—MARK WALSH\u003c\/small\u003e\u003c\/b\u003e U.S. M\u0026amp;A Service Line Leader, Deloitte Consulting LLP \u003c\/p\u003e\u003cp\u003e\"One of the most crucial components of mergers, acquisitions, and divestitures is addressing the IT aspects of the deal. \u003ci\u003eM\u0026amp;A Information Technology Best Practices\u003c\/i\u003e walks the reader through IT situations that may be encountered during one of these transactions. By using this text, the prudent manager can help mitigate a key deal risk while increasing the probability of achieving a successful transaction. Highly recommended.\" \u003cbr\u003e\u003cb\u003e\u003csmall\u003e—STEVEN BRAGG \u003c\/small\u003e\u003c\/b\u003eauthor of\u003cb\u003e\u003c\/b\u003e \u003ci\u003eAccounting Best Practices\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989546844389,"sku":"NP9781118617571","price":73.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118617571.jpg?v=1761784544","url":"https:\/\/k12savings.com\/es\/products\/m-a-information-technology-best-practices-isbn-9781118617571","provider":"K12savings","version":"1.0","type":"link"}