Besides the small introduction, subscribers and consulting clients within this management domain have access to:
Grasp the key pain points of software licensing and the effects it has on an M&A. Review the benefits of early IT involvement and identify IT’s capabilities.
Understand the various steps and process when conducting due diligence. Request information and assess risks, make assumptions, and budget costs.
Take a deeper dive into the application portfolios and vendor contracts of both organizations. Review integration strategies and design the end-state of the resultant organization.
Review initiatives being undertaken to ensure successful integration execution. Discuss long-term goals and how to communicate with vendors to avoid licensing audits.
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Identify the goals and objectives the business has for the M&A.
Understand cultural and organizational structure challenges and red flags.
Identify SAM/licensing challenges and red flags.
Conduct maturity assessment.
Clarify stakeholder responsibilities.
Build and structure the M&A team.
The capabilities required to successfully examine software assets and licensing during the M&A transaction.
M&A business goals and objectives identified.
IT M&A team selected.
Severity of SAM challenges and red flags examined.
1.1 Document pain points from previous experience.
1.2 Identify IT opportunities during M&A.
M&A Software Asset Maturity Assessment
Take a structured due diligence approach that properly evaluates the current state of the organization.
Review M&A license inventory and use top five vendors as example sets.
Identify data capture and reporting methods/tools.
Scheduling challenges.
Scope level of effort and priority list.
Common M&A pressures (internal/external).
A clear understanding of the steps that are involved in the due diligence process.
Recognition of the various areas from which information will need to be collected.
Licensing pitfalls and compliance risks to be examined.
Knowledge of terms and conditions that will limit ability in pre-integration planning.
2.1 Identify IT capabilities for an M&A.
2.2 Create your due diligence team and assign accountability.
2.3 Use Info-Tech’s IT Due Diligence Report Template to track key elements.
2.4 Document assumptions to back up cost estimates and risk.
M&A Software Asset RACI Template
IT Due Diligence Report
Review and map legal operating entity structure for the resultant organization.
Examine impact on licensing scenarios for top five vendors.
Identify alternative paths and solutions.
Complete license impact for top five vendors.
Brainstorm action plan to mitigate negative impacts.
Discuss and explore the scalable process for second level agreements.
Identification of the ideal post-M&A application portfolio and licensing structures.
Recognition of the key considerations when determining the appropriate combination of IT integration strategies.
Design of vendor contracts for the resultant enterprise.
Recognition of how to create an IT integration budget.
3.1 Work with the senior management team to review how the new organization will operate.
3.2 Document the strategic goals and objectives of IT’s integration program.
3.3 Interview business leaders to understand how they envision their business units.
3.4 Perform internal SAM audit.
3.5 Create a library of all IT processes in the target organization as well as your own.
3.6 Examine staff using two dimensions: competency and capacity.
3.7 Design the end-state.
3.8 Communicate your detailed pre-integration roadmap with senior leadership and obtain sign-off.
IT Integration Roadmap Tool
Effective License Position
Finalize path forward for top five vendors based on M&A license impact.
Disclose findings and financial impact estimate to management.
Determine methods for second level agreements to be managed.
Provide listing of specific recommendations for top five list.
Initiatives generated and executed upon to achieve the technology end-state of each IT domain.
Vendor audits avoided.
Contracts amended and vendors spoken to.
Communication with management on achievable synergies and quick wins.
4.1 Identify initiatives necessary to realize the application end-state.
4.2 Identify initiatives necessary to realize the end-state of IT processes.
4.3 Identify initiatives necessary to realize the end-state of IT staffing.
4.4 Prioritize initiatives based on ease of implementation and overall business impact.
4.5 Manage vendor relations.
IT Integration Roadmap Tool