When the merger closes, the real work begins
Insight from Jay Sturm, Windval Program Executive
In large enterprise merger and acquisition events, the scope of work and scale of complexity can be daunting. Managing the corporate systems integration alone in efforts of this scale can mean navigating hundreds of applications, multiple large system integrator partners, parallel business and IT stakeholders, and firm business deadlines that must be met.
When faced with the next large integration event, what strategies can IT leaders adopt to lay a foundation for success? Learn how several simple strategies can lead to effective leadership and delivery of integration objectives.
In large enterprise merger and acquisition events, the scope of work and scale of complexity can be daunting. Managing the corporate systems integration alone in efforts of this size means navigating hundreds of applications, multiple large system integrator partners, parallel business and IT stakeholders, and hard delivery deadlines that do not move.
When planning for your next integration event, consider these three strategies for effective leadership and delivery of integration objectives.
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A clear, shared mandate is the single most effective tool for deflecting noise, managing scope creep, and making fast decisions under pressure. Establishing a clear and well-communicated North Star, even at a workstream level, will provide focus to the work most important for successful outcomes.
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Low-level detail of an enterprise environment (i.e. automations, scheduling jobs, contract/license reviews. etc.) will always surface and create complexity in a large-scale integration project. While it is common for this detail to be flushed out in delivery, we have found that pulling this forward into the Plan & Analyze phase will provide significant downstream coordination benefit and streamline execution when it counts.
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In large integrations, managing intra-stream, inter-stream, and inter-tower dependencies is a discipline unto itself — one that demands a dedicated resource, not a split role. Consider assigning key leadership to each program tower with the technical acumen to direct IT stakeholders and the refined communication skills required to engage with Business stakeholders.
The Takeaway
Preparation beats planning. Large-scale merger and acquisition events are inherently chaotic… prepare for the chaos. Establish your North Star before the project noise begins, expand discovery scope do as much heavy lifting up front as you can, invest in relationships throughout the project and prioritize communication in your delivery strategy.
Mergers close in an afternoon. Integrations are measured in years. The teams that navigate them best are the ones who understand that distinction — and plan accordingly.