1+ a strategy for the post merger network
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1+ a strategy for the post-merger Network Guide to the operational and financial implications that compliments technical objectives.
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Guidelines on what should be considered when your company acquires another and you're responsible for bring the two networks together.
Transcript of 1+ a strategy for the post merger network
- 1. 1+a strategy for the post- merger Network Guide to the operational and financial implications that compliments technical objectives.
- 2. In your inbox today:Your company just announced a major acquisition
- 3. the good news:Acquisitions take 90-120 days to complete.
- 4. The Bad news:Operational and transitional demands will conflict
- 5. Assumption #1: A technical plan will be developed in parallel.The 1 + Network Assumption #2: The final network will go through changes as it gets revised and Definition: consolidated. The new network for a Assumption #3:changed environment - with All network services andnew users, a new scope and infrastructure will be included. the accompanying Assumption #4:modifications that come after This will be a repeated event atthe acquisition of a separate some point in the future. enterprise.
- 6. Key Points:1. Assume liabilities will span operational, technical, cultural, legal and financial considerations.2. Expect the unexpected data integrity issues to surface within both acquired/acquiring organizations.3. Prepare for conflicts in vendor ownership, contracts, technical levels and other broken links.4. Plan for automation issues when attempting to utilize existing asset inventory systems.5. Perform a Before and After Study to ensure outcome is verified and processes are validated.
- 7. stakeholders:whose got what?
- 8. Stakeholders Merging networks extends beyond IT Operations (Sales, Admin, etc) Financial HRManagement Management IT Managemen t (Dir, Techs) ITLeadership Vendors (CIO)
- 9. Transitional StrategiesIts a lot more than just where the wires go.
- 10. The 4 Corners Get the Managing the whole picture. process from a Inventories Strongfinancial impact data sets add more perspective visibility. Documentation Formalize the process and add controls.
- 11. 4 Corners Strategy : Account for everything Public Physical All numbers with All locations/sites or public access. offices. Paper Internal All non-public All services, accounts connections and and invoices. links.
- 12. Inventories Standardization Merging data from different organizations will require numerous conversions; existing, interim and final. Linkage Create a thread to link facilities to locations to invoices. Granularity & Due Diligence Avoid reliance on anecdotal information; importing data will hide important trends and behaviors.
- 13. Documentation Planning Strategic Plans, Scope/ Requirements Documents Due Diligence (contracts, conditions) Inventories (initial) Implementation Project Management Documents Meetings, Calls and Records Documents Inventories (interim) Change Logs, Checklists Compliance Bill Validation Inventories (final) Contract Compliance Monitoring/Management Tools and/or Processes
- 14. The Hump: The Financial Impact of Conversion Costs Monthly Cost Contract Penalty Network 1 Network 2 Final NetworkBudget for overlap: 2.5 months of multiple network costs; calculate potential contract penalties.
- 15. 7 Things Companies Do Wrong1. Quality Data; Insufficient to describe actual conditions and needs2. Financial Performance; Lack means to accurately measure and forecast3. Estimates; Rely on too much for decisions, strategic initiatives4. Leave unresolved issues; Move on too quickly5. Resources; Under invest in those devoted to monitor/manage cost6. Plans & Process; Underestimate the disparity between the two7. Build Fat Networks; Overbuild based on unsubstantiated estimates
- 16. Your next stepsKeep it in-house or bring in some help?
- 17. Numbers Number of enterprises that dont68% proactively manage their network costs. Ratio of improved financial performance3:1 of companies with expense management process vs ad hoc effort.$36 Total impact per dollar over contract life.
- 18. Value Proposition Low Cost/High Yield A&I ROI averages 5:1 or more through sustainable savings Productivity A&I enables client resources to focus on more critical efforts Value A&I helps change the culture through awareness Transparency A&I provides insight into key trends, patterns and behaviors in your business Answers A&I is a partner in the decision process
- 19. technology made simpler Call us at 412 221-4228 Robert SmithEmail: [email protected]
