Information Technology Integration

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Putting IT to work in driving deal success

The highest volume of activity over the longest period of time in an integration, particularly large-scale integrations, most often occurs in the information technology environment. This volume alone increases complexity. It is no wonder why research consistently shows that integrating information systems is one of the top integration challenges for sizeable transactions.

This paper outlines critical steps that companies should consider in their efforts to capture deal value while working through information technology integration challenges. It addresses specific and relevant issues for the Information Technology function by progressing through the PwC integration process steps of setting the course, planning for and executing day one, and designing and maximizing the future state.

IT detailed integration plan creation and deployment

Stage 1: IT transition operating model and IT environment assessment

This stage utilizes two key tools to guide the overall IT integration process.

  • The IT Transition Operating Model serves as a transition guideline.
  • The overall assessment and Asset Inventory is necessary to help ensure comprehensive integration analysis.
Stage 2: Gap/fit analysis, rationalization, selection, proposed projects

This stage begins the detailed, tactical level analysis of the IT integration process with a gap/fit analysis, rationalization, and selection in three areas—business applications and systems, infrastructure and hardware, and vendor contracts and license agreements.

Stage 3: Proposed project portfolio and funding/staffing approval

The proposed project portfolio includes all the initiatives to be implemented for achieving the desired future state, and to address gaps identified during the gap/fit analysis.

Stage 4: Project portfolio deployment

Following the approval of the proposed project portfolio, the company will need to establish the means to manage the integration effort on project, functional, and enterprise levels. Strategizing and planning is only as successful as the ability to execute.

Contact us

Gregg Nahass

US and Global M&A Integration Leader, PwC US

Dries Brendenkamp

Partner, PwC US

Michael Pokorski

Principal, PwC US

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