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.

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