Successful businesses that manage the complexities of mergers and acquisitions between companies in the complex health care environment do so by treating the project as a critical business process and not an IT project. No two health care organizations have the same information systems nor are technologies or software always compatible to support the new organization. Bringing together IT systems to facilitate and support the business goals for the merger or acquisition requires the participation of IT as an advisor to the business teams sponsoring the transaction. Early involvement of IT to help define and understand the goals of the merger will assist in identifying dependent IT systems required in achieving the goals. Additionally, this understanding can focus due diligence efforts and budget estimates on those systems most important to accomplishing the defined goals.
Hall Render IT Advisory Services is uniquely positioned to assist IT in mergers and acquisitions, having highly experienced advisors who have completed several large M&A due diligence and integration projects. Hall Render IT Advisory Services can assist health systems with mergers and acquisitions in the following areas:
- Define scope of the IT integration project, establish “command and control” structure and prioritize the necessary elements to achieve the business goals;
- Recommend management approaches to ensure success of the large IT integration projects that are necessary to achieve the business goals;
- Align business needs and IT dependencies to identify the necessary change and prioritize items for integration;
- Conduct readiness assessment for IT integration, identifying quick wins that might create synergies between the merging organizations;
- Discover and identify information within each entity to identify possible synergies or areas of opportunity to reduce cost, reduce complexity or implement new systems at either organization to manage the integration process;
- Assess the IT technologies, architecture, capabilities and contractual obligation of both parties to identify risk, cost and complexity of the project and provide estimated CapEx and OpEx integration costs;
- Review IT staffing and propose future organization design, staffing levels and necessary skills and competencies; and
- Review of IT vendor relationships for long-term alignment with integrations goals and future state readiness.
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