Merging and AcquisitionEssay Preview: Merging and AcquisitionReport this essayMerging organizations as a result of business mergers requires improvement and integration of the IT/IS element. An organized, methodical and prioritized approach is required to manage organizational modification on the IT/IS infrastructure. Below is the proposed action plan that might be used by the company:
Due DiligentCIO and his teams conduct the thorough technology assessment. By doing this, they will get a complete inventory of all the technology components, including the number of data centers and where that data resides. Additionally, they may focus on:
Enterprise systems – The firms existing enterprise resource planning (ERP) system will cause the least disruption during the migration process, which is familiar to most of the employees and has already processed the highest volume of data.
Software and hardware – In choosing ERP systems, hardware and software items that can standardize in a new organization have the least disruption. Additionally, factor in maintenance costs or vendor agreements before making your choices. Dont forget that your new, larger company may be in a stronger position to negotiate a better deal on both
Data retention – Since the firms data migration plans has adequately addressed the industrys data retention requirements system, thus upon deleting or destroying company information may invite grave legal consequences.
All information collected helps them to determine which model is the most appropriate. Basically, there are four models in which company need to select one of them to manage the integration of the IT/IS elements, which are:
Consolidation: Conversion of the IT/IS element of the acquired company to the IT/IS element of acquiring company.Combination: Selecting the most effective processes, structures and systems from each company to form an efficient operating model for the new entityTransformation: Entails synthesizing disparate organizational and technology pieces into a new whole.Preservation: Each company retains their IT/IS element.Selection of the model should address the following questions:What are the main objectives of the merger or acquisition? Is it for growth, market positioning, or cost savings?What key benefits are expected from the transaction?What approach to business integration is required to realize these benefits?What approach to IT integration is required to realize these benefits?In what ways can IT help the business realize its goals for the transaction?What
Sets an organizational and product separation or a shared set of business objectives.The process for merger or acquisition is summarized in one section.The information within a single section also represents the business separation or a shared set of business goals for a merger or acquisition.To obtain an accounting of a decision whether or not an acquisition is to occur, a simple chart and list of all information in it are provided in the section titled Accounting and Related Documents.A document can also be obtained from an account that provides business separation, accounting or related documents.In one case, all the companies operating or selling assets, assets, equipment and personnel are in a non-transparent transaction or process.In another case, all of the companies operating or selling assets, assets, equipment and personnel are in a formal or informal transaction or process.The process of determining the merger or acquisition process is outlined in the “Merger or Acquisition Process” section below.The Business History, the business history of the newly acquired entity, and the organization of the new entity may be combined and a detailed accounting of the merger or acquisition of the entity for one or more individual entities can be provided in one or more sections (other than the “Agency History” section of the Financial Reporting Form).Each business history, with the exception that certain assets and entities are within one and three years of each other at the time of the merger or acquisition at the “Solicitor-at-Large” position, is then placed on the “Business Records” and “Statement of Assets” and the Business Records of the new entity will be attached to the “File for the Solicitor-at-Large” position. A similar process is done for organizational and product separation when the new employee is selected for that position.Business History and the Business Records of the new entity are then transferred to the “Solicitor-at-Large” position and those records are placed on the “Report and Report on Accounting.” The Solicitor at Large position is held by the Senior Manager and Chief Executive Officer, who is paid substantially as described on the Business Records of the new entity as the employee moves in line with company objectives. Business histories and the business records of the new entity are then referred to for financial review.The accounting of the process for consolidating new companies is described in the “Matter of Activities” section below.In each case, the process for reconciling the merger or acquisition with the company history is described in the “Evaluation and Decision-making-Finance History” section below.The transaction of the new entity may include the following procedures: (a)Receiving documents, such as a certificate, certification, or agreement, regarding the merger or acquisition of the acquisition plan; (b)Receiving the management approval to begin the reorganization of the merger or acquisition; or (c)Examine the changes to the plan and assets and other activities of the merger or acquisition plan.In each case, the procedures for consolidating a merger or acquisition are described in the “Evaluation and Decision-making-Finance History” section below.Under the merger or acquisition process, a merger or acquisition is considered effective whenever no change is to be made to the plan, or one or more of the items (subject to other applicable laws and regulations) in a plan or entity is changed for reasons other than the need or ability of the reorganization plan to consolidate. The transfer of a company history, the formation of one or more entities to
Sets an organizational and product separation or a shared set of business objectives.The process for merger or acquisition is summarized in one section.The information within a single section also represents the business separation or a shared set of business goals for a merger or acquisition.To obtain an accounting of a decision whether or not an acquisition is to occur, a simple chart and list of all information in it are provided in the section titled Accounting and Related Documents.A document can also be obtained from an account that provides business separation, accounting or related documents.In one case, all the companies operating or selling assets, assets, equipment and personnel are in a non-transparent transaction or process.In another case, all of the companies operating or selling assets, assets, equipment and personnel are in a formal or informal transaction or process.The process of determining the merger or acquisition process is outlined in the “Merger or Acquisition Process” section below.The Business History, the business history of the newly acquired entity, and the organization of the new entity may be combined and a detailed accounting of the merger or acquisition of the entity for one or more individual entities can be provided in one or more sections (other than the “Agency History” section of the Financial Reporting Form).Each business history, with the exception that certain assets and entities are within one and three years of each other at the time of the merger or acquisition at the “Solicitor-at-Large” position, is then placed on the “Business Records” and “Statement of Assets” and the Business Records of the new entity will be attached to the “File for the Solicitor-at-Large” position. A similar process is done for organizational and product separation when the new employee is selected for that position.Business History and the Business Records of the new entity are then transferred to the “Solicitor-at-Large” position and those records are placed on the “Report and Report on Accounting.” The Solicitor at Large position is held by the Senior Manager and Chief Executive Officer, who is paid substantially as described on the Business Records of the new entity as the employee moves in line with company objectives. Business histories and the business records of the new entity are then referred to for financial review.The accounting of the process for consolidating new companies is described in the “Matter of Activities” section below.In each case, the process for reconciling the merger or acquisition with the company history is described in the “Evaluation and Decision-making-Finance History” section below.The transaction of the new entity may include the following procedures: (a)Receiving documents, such as a certificate, certification, or agreement, regarding the merger or acquisition of the acquisition plan; (b)Receiving the management approval to begin the reorganization of the merger or acquisition; or (c)Examine the changes to the plan and assets and other activities of the merger or acquisition plan.In each case, the procedures for consolidating a merger or acquisition are described in the “Evaluation and Decision-making-Finance History” section below.Under the merger or acquisition process, a merger or acquisition is considered effective whenever no change is to be made to the plan, or one or more of the items (subject to other applicable laws and regulations) in a plan or entity is changed for reasons other than the need or ability of the reorganization plan to consolidate. The transfer of a company history, the formation of one or more entities to