- Scale of your challenge unknown?
- Risk profile based on assumed cost impacts?
- Drowning in data with little or no context?
- No clear strategy and plan communicated for your M&A activity?
- High risk from untested supplier or partner?
- No funding or executive support for your M&A IT aspects?
- IT impact of your M&A underestimated?
- Unsure how to minimise the end user impact of your IT merger?
- Spiralling IT costs undermining your cost case?
Few organisations have the experience to drive large-scale technology Mergers and Acquisitions (M&A) or recognise the criticality of the underpinning technology on the wider initiative. Our experience shows that the technology elements of M&A activity can often negatively impact, and in certain cases, even derail the wider M&A, even when these aspects form a minority part of the full initiative. With this intelligence, Imperators can help you avoid wasted investment and valuable time by avoiding the errors of your peers. By directing rapid, low risk integration Imperators can enable the merged companies to continue day to day business operations as a single entity.
Imperators will offset the technology elements of your M&A risks. We have extensive experience in due diligence support, risk analysis management, smart sourcing and partner selection, engagement and negotiation, architectural road mapping and programme and technology blueprinting. Coupled with our proven methodologies around people, programme structure, process and tools cost analysis, and architectural road-mapping, you’ll rapidly mobilise the technology aspects of your M&A activity and drive successful business outcomes.
Case Study 1 – Preparing for Take-Off
Preparing to sell and separate a UK airport requires a strong sales package. Our client approached us to support them in delivering a best value proposition, including both a viable separation approach and a sale-embedded transitional delivery vehicle.
Working on an associate consultancy basis, we used our data modelling capabilities to capture and document the entire IT estate. This inventory included everything from the physical hardware, to applications, support processes, and all associated costs. We locked this output into the model, forming a baseline position for the “as is” view of the estate. This delivered multiple benefits; presenting a robust view of the estate, supporting due diligence, cost analysis, and bid preparation for the potential buyers.
Leveraging this “as is” model, the team devised a structured and costed separation programme, easily adopted by the buyer at the point of sale. This augmented the sales process by offering a realistic view of the effort and cost required to separate and host all airport systems post separation. Beyond this, it provided a snapshot of what the airport would look like in the “to be” separated state. This offered invaluable data for potential buyers lacking experience in separation and management of mid to large scale IT environments. Our efforts formed a fundamental part of the sale process, providing the buyer with a clear understanding of the total cost of transition and ownership, pre and post-sale.
Case Study 2 – Another Textbook Landing
Our clients were owners of an existing airport. In preparation to acquire and separate a further UK airport, our client needed to understand the total IT cost impact attached to procurement and separation in order to be ready for future integration.
The client recognised their lack of skill and experience in delivering such requirements and engaged us on an associate consultancy basis to support the due diligence process from sale to separation. Our key remit was to mitigate the key risk elements of the procurement process. Critically, this meant constructing and costing the separation programme, and mobilising the teams in readiness for the time-bound, cost-linked separation.
Our initial focus rested upon ensuring the client understood the implications of sale from an IT perspective. We achieved this through exhaustive Q&A throughout the due diligence phase. This supported the bid process and created a robust “as is” data set spanning all IT elements included in the sale. Embedded within the model, this data enabled clear analysis of cost, dependency and integration elements. Using our data modelling approach, we constructed a fully costed separation plan linked into the terms of the sale and separation agreements required by the vendor. This supported our client in gaining funding for the separation, selection of an appropriately informed separation partner, and allowed the separation to commence on finalisation of the sale.