Acquisition integration support for leading global provider of professional assurance services

Our client is a leading global provider of professional assurance services that help businesses manage risk, improve sustainability, and achieve their goals. With a globally known brand name, it is a trusted partner to a diverse range of clients worldwide. They operate in a wide range of industries, including aerospace, automotive, food and beverage, healthcare, and more. Their services include certification, training, assessment, and verification, which are designed to help organisations operate more efficiently and effectively. 

Challenge

Following the creation of a new business during a separation, our client aimed to grow the newly formed organisation through an ambitious acquisition strategy. During the separation phase, they identified the first business to acquire, recognising the potential synergies of fully integrating the two organisations. Work began to plot the path towards integration. 

A critical component of the integration plan was the assessment of the IT integration. This involved mapping the technologies in use against the capability model, creating a common taxonomy, identifying target options, and generating a roadmap and timeline for implementation. However, the assessment lacked direction, clarity and a clear strategy aligned with the overall value creation initiatives. 

To address these challenges, and establish clear direction, we guided the client team through a reassessment of the current workstream. We developed a re-baselined plan, enabling our client to make informed decisions based on projected costs and value creating synergies. 

Solution

Our approach involved a rapid assessment of the status, to create a more granular plan for execution. During the discovery phase, the project team engaged with a wide range of stakeholders from within the organisation, third party providers, and the newly acquired organisation. Key drivers considered during the assessment included the cost of integration versus the perceived value of fully integrating the two organisations’ technology environments. 

Our outputs at a high level, included: 

• A rapid analysis of the current state of the IT integration project and re-baselining the project plan to align with the overarching integration programme, 
• A more granular project plan beyond the discovery phase, detailing the process for full integration and projecting timelines for completion,  
• Recommending possible integration options and defining, at a high level, the organisations strategic approach to technology integration of acquisitions, 
• Recommended costs, benefits, and timelines for the integration of the acquired organisations technology,  
• Informed and recommended best practice into the organisation’s Mergers & Acquisitions Playbook for future acquisitions. 

We also managed and served as a trusted advisor to the technology team in the broader acquisition and value creation workstreams, taking ownership of reporting and issue management. 

Outcome

The rapid analysis and management of the IT integration workstream brought much–needed focus and clarity to the team, driving out the deliverables. This process revealed that the initial perceived value of full integration was significantly diminished by the underlying costs. The recommendations guided the client towards an integration strategy where most synergies could be achieved without completely integrating the technology environments. By providing clarity and detailing the costs and time required for full integration, we mitigated the risk to the client embarking on a journey only to later discover that the perceived value, based on synergies, was greatly reduced. 

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