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Printable Handouts
Navigable Slide Index
- Introduction
- What to expect from this talk
- About Thomas Jørgensen
- The structure of this talk
- What do we mean by mergers and acquisitions?
- Types and scope of M&A engagements
- M&A engagement anatomy and phases
- Business rationale and intentions
- Why to use 'Day 1 Planning' and what is it?
- Typical services and planning aspects
- Key points to be mindful of
- Day 100 planning – before the real merger
- Goal of Day 100 planning
- Countries, locations and sites
- Transformation scope (1)
- Transformation scope (2)
- Work stream setup
- Target state, migration and coexistence (1)
- Target state, migration and coexistence (2)
- Constraints
- Towards the finish line
- Transformation execution plan
- After the flag
- Key take-aways
This material is restricted to subscribers.
Topics Covered
- Types and scope of M&A engagements
- How the M&A process affects business
- Day 1 Planning
- Day 100 Planning
- Executing a company merger
- Workstream and plans for company mergers
Links
Series:
Categories:
External Links
Talk Citation
Jørgensen, T. (2020, February 27). Mergers and acquisitions: managing the IT perspective [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 11, 2024, from https://doi.org/10.69645/XPMR4271.Export Citation (RIS)
Publication History
Other Talks in the Series: Project Management: Concepts and Good Practice
Transcript
Please wait while the transcript is being prepared...
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.