[John Breslin]

Involving IT early in the M&A lifecycle is often overlooked, but it can make or break the success of the deal. Too often, technology is only considered during integration, yet many of the challenges that emerge at that stage could have been anticipated, and mitigated, much earlier. During the Identify Targets and Evaluation phases, IT can provide valuable insight into whether a company’s systems, infrastructure, and digital maturity are compatible with the acquirer’s vision. Excluding IT at this stage risks selecting a target that looks good on paper but presents hidden integration barriers, such as outdated platforms, poor data quality, or overly complex vendor dependencies.

As the process moves into Due Diligence, Negotiations, and ultimately Integration, IT’s role becomes even more critical. Involving IT ensures that the scale and complexity of the integration are properly factored into deal valuation, timelines, and post-close planning. Without this foresight, organisations can underestimate the resources required, leading to delayed synergies, higher costs, and frustrated stakeholders. By embedding IT considerations from the outset, businesses can align their technology roadmaps with strategic objectives, minimize disruption, and increase the likelihood of delivering the full value of the merger or acquisition.

I have personally felt the affects of leading integrations where IT had been an afterthought when producing the Sale Price Agreement (SPA). What are your experiences with this; can IT be involved too early, or is it simply that the department’s input is invaluable (with today’s company foundations built on technology) and the earlier the better for involvement?

[Said]

IT should be involved early, during due diligence, to assess systems, risks, and integration feasibility.

[Author]

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