INDUSTRY: MANUFACTURING
OFFERING: MERGERS & ACQUISITIONS
The challenge
A large manufacturing firm acquired the European activities of its competitor with the aim of merging activities on February 1, 2020; increasing its workforce from 900 to more than 2,000 employees. For the IT department, this acquisition implied a critical change in size. They had to rationalize the IT infrastructure and business applications of both areas in order to merge their activities.
The solution
First of all, it’s critical to ensure business continuity on Day 1. As a result, the first phase of the project, the pre-merger planning phase, focused on preparing this transition. Our key activities were centered around 3 main areas:
- Project management
- Due-diligence
- Change management
The second phase, the post-merger integration, focused on the integration of applications & infrastructure on the one hand, and on the definition and implementation of a new operating IT model on the other hand. Together with the client, our team defined application and infrastructure targets, managed change activities, and determined and implemented a new operating IT model.
Main results
We guide our client during the framing of the transition as well as during the actual execution. This resulted in:
- A new operational model taking into account the change in critical size of the IT department.
- The rationalization of a perimeter of more than 100 applications.
- Mobilization of IT, business teams, and support.
- Risk management, execution of key decisions, and ensuring adherence with other departments throughout the 8-month project.
We were able to successfully lead the ICT integration after the company grew from 900 employees to +2000.
