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• Realising the Value: The IT Contribution to Mergers, Acquisitions and Divestments
  1 Mar 03 | Single Topic Reports
  
  

  Every merger or acquisition promises to create value from synergy of some kind, and yet all the statistics show that successes are in the minority and failure can be catastrophically expensive.

  Our research reveals that success depends on the way businesses are integrated after the deal has been done, and it therefore depends on the people who will do the difficult and unheralded work of integration.

  In this report we identify four domains in which opportunities to create value through M&A may be present. We also advise the CIO around the tricky topic of divestment.

  Security, risk analysis, outsourcing and BPM are amongst the areas where the CIO will play a key role.

• Straight talk on a difficult subject: divestments
  1 Jul 03 | Journal Articles
  
  

  Our recent report on Mergers, Acquisitions and Divestments broke new ground in its discussion of divestments, a topic hitherto almost ignored in the media. But in today’s challenging economic climate, the topic is coming to the fore. In this article we discuss why we believe the most important contribution the CIO and IT department make to the strategic decision-making about divestment is in the analysis of risk.

• How to get value from mergers, acquisitions and divestments
  1 Nov 02 | Journal Articles
  
  

  Why is it that companies with sound business strategies ignore all advice and merge or acquire anyway? Why do they believe that they can make these deals successful when everyone else fails? What is driving this urge to merge? Our research suggests a new angle on these questions.

• Managing IT through Mergers and Acquisitions (Management Message 114)
  1 Jul 97 | Management Message
  
  

  Mergers and acquisitions (M&A) are booming again, but this time the buyers expect new competitive synergies, as well as financial benefits, to result from bringing two companies together.

• Managing IT through Mergers and Acquisitions (Foundation Report 114)
  1 Jan 97 | Foundation Reports
  
  

  Our research has shown that many companies have made expensive mistakes in not handling mergers and acquisitions correctly.

  By following the recommendations outlined in this report, the IS department can not only make significant progress in the integration of IT, but can act as a source of knowledge and experience for the rest of the business in planning and executing a merger or acquisition.

  Furthermore, the lessons learned in this research can be applied to other types of business combinations such as strategic alliances and joint ventures.

• I/S involvement can accelerate the package acquisition and implementation process
  1 Jan 95 | Articles