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E-raamat: M&A Information Technology Best Practices plus Website [Wiley Online]

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  • Formaat: 576 pages
  • Sari: Wiley Finance
  • Ilmumisaeg: 05-Nov-2013
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1118692020
  • ISBN-13: 9781118692028
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  • Hind: 74,01 €*
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M&A Information Technology Best Practices plus WebsiteSuurem pilt
  • Formaat: 576 pages
  • Sari: Wiley Finance
  • Ilmumisaeg: 05-Nov-2013
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-10: 1118692020
  • ISBN-13: 9781118692028
Teised raamatud teemal:
Wiley Online e-raamatudRohkem infot Wiley Online kohta
Raamatu kodulehekülg: https://onlinelibrary.wiley.com/doi/book/10.1002/9781118692028

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

Preface xv
Acknowledgments xix
PART I Introduction
Chapter 1 Introduction to the IT Aspects of Mergers, Acquisitions, and Divestitures
3(20)
Varun Joshi
Saurav Sharma
Role of IT in M&A
4(2)
Due Diligence
6(2)
Integration/Separation Planning
8(8)
Integration/Separation Execution
16(4)
Wrapping It Up
20(3)
Chapter 2 The Role of IT In Mergers and Acquisitions
23(12)
Peter Blatman
Eugene Lukac
Quest to Capture Synergies
24(2)
Capturing the Benefits
26(6)
Wrapping It Up
32(3)
Chapter 3 Aligning Business and IT Strategy during Mergers, Acquisitions, and Divestitures
35(12)
Jason Asper
Wes Protsman
The Business-Aligned Integration Model
36(2)
Enterprise Blueprint and IT Alignment
38(1)
IT's Role in Functional Blueprinting
39(4)
Decision Making and Business Alignment
43(1)
Business Alignment in Due Diligence
43(1)
Wrapping It Up
44(3)
Chapter 4 Mergers and Acquisitions IT Strategy, Approach, and Governance: IT and Its Customers
47(22)
Chris DeBeer
Michael H. Moore
Strategy
48(1)
Approach
49(1)
Governance
50(1)
Finance
51(3)
Operations
54(3)
Human Resources
57(3)
Information Technology
60(6)
Wrapping It Up
66(3)
PART II Information Technology's Role in Mergers, Acquisitions, and Divestitures
Chapter 5 IT Due Diligence Leading Practices
69(22)
Mark Andrews
David Sternberg
Objectives and Complexities of IT Due Diligence
70(2)
Areas of Investigation
72(4)
Proprietary or Product Technology-Driven Due Diligence
76(1)
Impact of Transaction Type on the Due Diligence Investigation
77(1)
Investigation for Strategic Buyers versus Financial Buyers
78(1)
Considerations of Planning IT Due Diligence
79(3)
Considerations of Conducting IT Due Diligence
82(4)
Considerations of Finalizing IT Due Diligence
86(2)
Tying Due Diligence to the Next Steps in the Post-Merger Process
88(1)
Wrapping It Up
88(3)
Chapter 6 IT Infrastructure Aspects of Mergers, Acquisitions, and Divestitures
91(14)
Rick Kupcunas
Mike Trisko
Jeffry Sprengel
Mushtaque Heera
IT Infrastructure Blueprinting
91(2)
IT Infrastructure Planning
93(7)
IT Infrastructure Dependencies
100(2)
Wrapping It Up
102(3)
Chapter 7 M&A IT and Synergies
105(32)
Jim Boland
Ronald Goldberg
Colin Hartnett
Sunil Rai
Stephen Ronan
IT's Role and Contribution to Synergy Capture
105(15)
Synergy Capture and Benefits Tracking during the Merger, Acquisition, and Divestiture Lifecycle
120(15)
Wrapping It Up
135(2)
Chapter 8 Supporting Business Objectives with M&A-Aware Enterprise Architecture
137(8)
Pavel Krumkachev
Shalva Nolen
Nitin Prabhakar
Rajat Sharma
Sources of IT-Related Synergies during M&A
137(2)
Post-Merger IT Integration Planning: The Model Makes the Difference
139(1)
M&A-Aware Enterprise Architecture Models
139(4)
Divestitures and the Enterprise Architecture Frameworks
143(1)
Wrapping It Up
144(1)
Chapter 9 The Importance of a Tested IT Strategy and Approach for Mergers, Acquisitions, and Divestitures
145(1)
Pavel Krumkachev
Shalva Nolen
Nitin Prabhakar
Rajat Sharma
M&A IT Organization and Strategy
145(4)
A Tested and Repeatable Approach for IT Integrations
149(3)
A Tested and Repeatable Approach for IT Divestitures
152(3)
Wrapping It Up
155(2)
Chapter 10 Cloud Considerations for M&A IT Architecture
157(1)
Mike Brown
Understanding Cloud Solutions
157(1)
Types of Cloud Solutions
158(1)
Cloud Solution: Potential Benefits
158(1)
Opportunity during Post-M&A Integration
158(1)
Cloud Solutions for Post-M&A Plug-and-Play IT Frameworks
159(1)
Determining Suitability for Cloud Solutions
160(1)
Assessing Cloud Migration Timing
160(2)
Establishing a Cloud Strategy
162(1)
Evaluating Cloud Providers
163(1)
Cloud Solution Success Factors
164(1)
Wrapping It Up
165(2)
Chapter 11 Data Implications of Mergers and Acquisitions
167(8)
Sascha Elsing
Criticality of Data Management in M&A Transactions
167(1)
Data Governance and Organizational Considerations
167(1)
Data Confidentiality, Privacy, Security, and Risk Management
168(1)
Data Archiving Requirements
168(1)
Data Management Road Map
169(3)
Customer Data Considerations
172(1)
Wrapping It Up
173(2)
Chapter 12 Using M&A to Streamline the Applications Portfolio
175(24)
Colin Whiteneck
Joydeep Mukherjee
Ted Veterano
Venky Iyer
Overview of an Applications Rationalization Program
178(1)
Achieving Cost Synergies through Applications Rationalization
178(4)
Achieving Operational Synergies through Applications Rationalization
182(6)
Technology and Cost Impact in a Divestiture Event
188(5)
Emerging Trends
193(1)
Best Practices for Applications Rationalization in an M&A Scenario
194(4)
Wrapping It Up
198(1)
Chapter 13 Third-Party Contracts in M&A: Identifying and Managing Common Implications
199(26)
Christine McKay
Joseph Joy
Ramkumar Jayaraman
Ninad Deshmukh
Challenges Inherent in Different Types of M&A Transactions
200(1)
Typical Realities
200(4)
Primary Challenges
204(2)
Tackling Challenges
206(9)
Program Management
215(2)
Wrapping It Up
217(1)
Case Studies
218(3)
Lessons Learned
221(4)
Chapter 14 M&A IT Architecture and Infrastructure: Developing and Delivering Transition Services Agreements
225(28)
Olivier May
Kevin Charles
Plan Early and Resource Appropriately
227(2)
Foster Deal Team and Business Collaboration to Document Appropriately
229(2)
Price Services Conservatively
231(4)
Establish a Practical Governance Approach
235(12)
Plan Exits and Remove Stranded Costs
247(3)
Wrapping It Up
250(3)
Chapter 15 Day 1 Implications for IT Functions
253(12)
Sejal Gala
Sandeep Dasharath
Top Day 1 Priorities for IT
253(10)
Wrapping It Up
263(2)
Chapter 16 Transition Services Agreement (TSA)---Untangling the Web
265(18)
Simon Singh
Nikhil Uppal
Jennie Miller
Key Considerations for Drafting an Effective TSA
267(3)
Structuring the TSA
270(1)
Managing TSAs
271(2)
Governance of TSA Services through a Parallel Structure
273(5)
Rationale for Accelerated Exit of a TSA
278(1)
Key Considerations for TSA Exit
279(2)
Wrapping It Up
281(2)
Chapter 17 IT Risk, Security, and Controls in M&A: Identifying and Managing Common Considerations
283(22)
David Caruso
Kelly Moynihan
John Clark
Jamie Fox
Joseph Joy
Scott Kaufman
Understanding the IT Risk, Security, and Controls Current State
283(10)
Practices for Managing IT Risk, Security, and Control Considerations
293(8)
Wrapping It Up
301(4)
PART III The People Aspects of Mergers, Acquisitions, and Divestitures
Chapter 18 The Role of the CIO In Mergers, Acquisitions, and Divestitures
305(16)
Irwin Goverman
The Double-Duty Role
305(2)
The Internal Role
307(7)
The External Role
314(3)
Some Lessons Learned
317(3)
Wrapping It Up
320(1)
Chapter 19 The Role of CFO
321(24)
Rich Rorem
Trevear Thomas
Nnamdi Lowrie
Heith Rothman
Venkat Swaminathan
Chelsea Gorr
Jenny Xu
Mia Velasquez
Strategist Face
324(5)
Catalyst Face
329(3)
Operator Face
332(6)
Steward Face
338(3)
Wrapping It Up
341(4)
Chapter 20 Managing the People Side of IT M&A
345(28)
Tammie Potvin
Don Miller
Suseela Kadiyala
Michael Proppe
Sarah Hindley
Laurel Vickers
Key Priority: Communicating for Impact
346(2)
Merger Stages
348(3)
Effective M&A Communication
351(1)
Key Priority: Defining the Future-State IT Organization
352(1)
Steps in M&A Organization Design
353(5)
Key Priority: Assessing and Selecting IT Talent
358(5)
Key Priority: Managing Change
363(1)
Start with Your Leadership Team
363(3)
Transition Employees
366(1)
Consider Cultural Implications
367(2)
Assess Integration Progress
369(1)
Wrapping It Up
370(3)
Chapter 21 Planning for Business Process Changes Impacting Information Technology
373(20)
Blair Kin
Pre-Day 1 Planning
373(3)
Day 1 Integration Imperatives
376(4)
Long-Term Integration Requirements
380(8)
Wrapping It Up
388(5)
PART IV M&A IT Project Governance, Testing, and Business Intelligence
Chapter 22 Integration Management Office Best Practices
393(12)
David Lake
Mauro Schiavon
Roles and Responsibilities
393(2)
Key Activities
395(3)
Sample IMO Templates and Deliverables
398(1)
Managing the Deal
398(5)
Wrapping It Up
403(2)
Chapter 23 IT Program Governance during the Deal
405(12)
John Uccello
Establish Governance Model
405(3)
Establish the Program Management Office
408(5)
Execute the Plan
413(2)
Wrapping It Up
415(2)
Chapter 24 Important Role of Data in an M&A Transaction
417(22)
Lynda Gibson
Anil Tondavadi
Chris Vu
Current Challenges and Lost Opportunities
418(1)
Top 10 Ways to Use Information Management to Improve M&A
419(19)
Wrapping It Up
438(1)
Chapter 25 Overview of Testing
439(12)
Angela Mattix
Types of Testing
439(4)
Testing Functions and Tools
443(1)
Test Preparation Activities
444(2)
Timing of Testing
446(2)
Wrapping It Up
448(3)
PART V Conclusion
Chapter 26 Why Mergers, Acquisitions, and Divestitures Fail, and Considerations to Help Avoid a Similar Fate
451(8)
Nikhil Menon
M&A Risks
452(1)
Common Pitfalls
453(2)
Critical Success Factors
455(2)
Wrapping It Up
457(2)
Chapter 27 M&A IT Key Success Factors
459(4)
Nadia Orawski
Luke Bates
Key Success Factors
459(2)
Wrapping It Up
461(2)
Chapter 28 M&A IT, Summing It All Up
463(30)
Habeeb Dihu
Nadia Orawski
Justin Calvin
Luke Bates
Bryce Metro
Eric Niederhelman
Best Practices
464(1)
Best Practices to Be Considered Prior to the Deal
464(3)
M&A IT Strategy, Approach, and Governance Best Practices
467(5)
M&A IT Security and Privacy Implications Best Practices
472(1)
M&A IT and Synergies Best Practices
473(1)
M&A IT Contracts Best Practices
473(2)
M&A IT Organizational Implications Best Practices
475(2)
Best Practices to Consider in Order to Execute the Deal
477(1)
Lessons Learned
478(1)
Wrapping It Up
479(14)
Appendix A M&A IT Playbook Overview 493(16)
Joseph Joy
Shalva Nolen
Simon Singh
Nikhil Uppal
Appendix B Sample M&A IT Checklists 509(12)
Shalva Nolen
Sreekanth Gopinathan
Devi Aradada
Appendix C M&A IT Sample Case Studies 521(10)
Manish Laad
Abhishek Mathur
Prasanna Rajappa
About the Editor 531(2)
About the Website 533(2)
Index 535
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.
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