It’s no secret that mergers and acquisitions are an active function of today’s accounting profession. Unfortunately, the M&A process is often conducted in tight secrecy, with only a privileged few aware that an acquisition is being planned. As a result, the transition is much harder and more complicated than it needs to be.It’s not unusual for IT staff to hear, “We’re bringing in 20 new people next week. Get them set up.” A slight exaggeration, perhaps, but closer to the truth than many believe.
A proactive approach in which IT staffs from both firms are involved early in the planning process is far more productive. After all, IT infrastructure is the largest investment (other than people) and a critical asset that can and should be improved upon. Early and detailed IT planning can help a merger unfold much more smoothly.
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