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0:00
Hello, I'm Thomas Jorgensen and today I'll be
talking about Managing Mergers and Acquisitions.
0:07
So, just a few words of what you can expect from this talk:
I will be focusing on the IT part of a company merger and as you will see in a moment,
there is a timeline; I will also be focusing on the part that has to do
with planning the first day of the merger and then the next 100 days,
which is what you typically talk about when you plan the actual execution of the merger.
0:36
So, just a little bit about myself.
I have just over 20 years of consulting experience
mainly from large American consulting companies.
My focus today is on driving change,
standardization, and cloud adoption.
For the past 10 years,
I have been mainly working in the Life Sciences industry in pharmaceuticals.
My work goes back to the 90s where I've been
focusing on infrastructure technologies, predominantly Microsoft products.
In my personal life,
I enjoy motorcycles and especially MotoGP very much
and also touring with my wife in the longest strips.
In addition to that, I love music and when time permits,
I'd like to go mountain biking or spinning together with other people.
1:24
The structure of this talk starts by setting the scene,
getting some concepts and contexts right,
and then a few prerequisites before we go into the real matter of the talk.
As I mentioned in the introduction,
I will be focusing on what is typically called day 1 planning-
what do you need to do to get ready for the first day of
the merged company. And then the next part which is the bigger part,
the so-called day 100 planning that has to do
with planning and designing the execution of the merger.
Then, as I will not be focusing on the execution itself,
I will outline what it takes to do the actual execution.
But, it's similar to a lot of other project management transformation projects,
so that's why I will not go into details with that.
Finally, I will end with some key takeaways.
