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M&A Information Technology Best Practices by Janice M. Roehl-Anderson

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Chapter 20

Managing the People Side of IT M&A

Tammie PotvinDon MillerSuseela KadiyalaMichael ProppeSarah HindleyLaurel Vickers

During a merger or acquisition, attending to IT professionals is one of your highest priorities. There will be a lot to think about: managing anxiety, keeping people motivated and productive during the transition period, and retaining key talent. As a leader, you'll need to be quick and decisive to stay ahead of things. Our experience indicates that, for planning purposes, it is critical to focus on the following four priorities:

1. The M&A announcement and mitigating the rumor mill—building and executing a strategic, meaningful communication plan.
2. The future-state IT organization—defining a new IT organization and operating model that align with the new company's objectives and strategic direction.
3. IT skill sets—taking a clear look at the skills and talent you have, as well as what you will need for longer-term success. What talent decisions will you make to realize M&A objectives and synergy targets in the IT department?
4. Effective workforce transition—creating lasting change by helping IT professionals understand and adapt to the integrated company's direction and associated new ways of working.

This chapter describes these four priorities and provides some considerations and guidance on each. It's not easy helping people through the aftermath of a merger or an acquisition, and your leadership will be tested. Having and executing specific, ...

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