Industrials · Case study
Choosing the stronger platform after a merger.
An industrial services merger used the acquired business’s systems as the basis for integration.
Client context
The business context.
The retail-services division of an industrial group merged with a major competitor. The combined business needed to bring together sales, customer service and back-office operations across an international footprint. Its technology choices would determine how much of that integration could be delivered with systems already in use.
The acquired business had an established global ERP platform and a lean IT organization. The acquirer had a more fragmented landscape, with large custom-system projects facing delays and cost overruns. The integration decision therefore required an assessment of both businesses’ capabilities, rather than an automatic move onto the acquirer’s systems.
The work
How the engagement was delivered.
Establish a common starting point
Organized the application, infrastructure, organization and Day 1 workstreams around a shared IT baseline, integration requirements and initial target-system options.
Select the target landscape
Assessed application alternatives and developed the case for using the acquired business’s technology as the foundation of the combined environment.
Turn the decision into a plan
Developed implementation plans, costs and governance, and updated the integration roadmap after close as the application assessment became more detailed.
What changed
A target platform already proven in the business.
The integration adopted the acquired business’s systems as its foundation, reducing reliance on major new development projects. Its IT leadership and organizational model also informed the combined setup. The work linked the platform decision to a practical integration roadmap and identified cost-reduction opportunities.
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