| Vol. 18, No. 10, October 2005 | ||
| It's About Reducing Risk Failure to include IT in M&A due diligence activity puts unnecessary pressure not only on the IT organization, but also on the business. Technology due diligence defines business issues and needs that require IT support. It's About Increasing Value Business operations that plan to leverage components of an M&A require IT support to achieve their objectives. Early IT due diligence positions IT to facilitate the projects that are needed to leverage the new company's operations. | "Companies that include a technology transition plan in their due diligence process are more likely to operate effectively and manage the technology resources of their new company successfully than those that do not." - Mike Sisco, Guest Editor
| |
Next IssueIT-Related Litigation: Likely Trends and Recommended PracticesGuest Editor: Ed Yourdon | ||
With the economy improving, corporate merger and acquisition (M&A) activity is escalating at a frenzied pace. Over the years, we have witnessed the good and the bad when it comes to company acquisition. What is driving these successes and failures, and what role does IT play? In this issue you'll learn what happened when one company did -- and didn't -- perform IT due diligence. You'll get advice on creating a framework for M&A technology due diligence, discover best practices for minimizing risk during an acquisition, and learn how to recognize and deal with the tricky "people" issues that can make or break an M&A.
