Mergers and acquisitions are exciting opportunities for growth, but they also bring significant challenges for IT leaders. Research shows that most acquisitions fail to deliver their expected value, and technology integration is often one of the biggest reasons why. At Bushey IT Change, we see these challenges come up time and again when organisations go through acquisitions.
Here are seven of the most common issues IT leaders face, and how to address them.
1. Lack of accurate information
It is not unusual for the acquired organisation to provide incomplete or unclear details about their systems, infrastructure and software. Without a clear view of what exists, IT leaders cannot plan effectively. The best way forward is to carry out thorough due diligence, capture reliable data and define a clear strategy that explains what is in scope, what is out of scope, and how the integration will be delivered.
2. Underinvestment in IT
Sellers often reduce or delay IT spending before a deal is finalised, especially if they expect systems will soon be replaced. This can leave IT in a fragile state, making integration harder and more costly. Early assessment of these gaps allows the buyer to plan remedial work and ensure critical systems are brought up to acceptable standards.
3. Mismatch in systems and security
Differences in architecture, security practices and software versions are common. These mismatches create risks and make it difficult to connect systems. Addressing them may require patching, updating, or even replacing components to align both organisations with consistent standards before integration can succeed.
4. Extra pressure on existing infrastructure
Adding new staff, data and workloads can overwhelm the existing infrastructure if the impact is not properly assessed. The result can be downtime, performance issues or even system failure. A capacity review should be part of the early planning, ensuring systems can scale reliably from day one.
5. Uneven resourcing levels
The acquiring organisation may have a strong IT function, while the acquired organisation may be working with limited resources. This imbalance can lead to overwork, errors and reduced quality if not managed carefully. Planning resource levels early and setting realistic schedules helps avoid unnecessary strain on both teams.
6. IT becomes the blocker
When business leaders expect fast progress, IT teams can quickly become overloaded and seen as the obstacle to change. This usually happens when requests and priorities are not managed in a structured way. A programme office that captures all demands, aligns resources and ensures senior leadership support can prevent IT from being seen as the bottleneck.
7. Delays before contracts are signed
In many cases, no integration work can begin until the deal is legally complete. This can cause delays if not anticipated. Where possible, organisations should negotiate transitional service agreements or other interim arrangements that allow essential work to begin sooner, or at least plan realistically for the time needed once contracts are finalised.
Conclusion
Acquisitions are never simple, but many of the common IT challenges can be managed with the right preparation. Clear strategy, early assessment, realistic planning and strong governance make the difference between success and frustration. Bushey IT Change works with organisations to ensure their IT change programmes are properly planned and delivered, helping them achieve the results they expect from their investments.
If you have an IT Change Project or Program and you need some help or would like some advice drop us a message by visiting – Contact – Bushey
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