For Security & Risk Professionals

Active Directory Q&A: Demand Rises

Directory Consolidation Saves On Administrative Costs, Eases Provisioning

by Andras Cser, August 11, 2009

For the past 10 years, Active Directory (AD) has remained the backbone of identity infrastructures. Organizations continue to struggle with consolidating AD domains across the enterprise and centralizing ownership for them. Business partners' information . . .

For Vendor Strategy Professionals

Internationalization: The Vendor Escape Hatch FromThe Economic Downturn

Best Practices And A Strategy Framework For Expanding Internationally

by Peter O'Neill, Stefan Ried, Ph.D., August 5, 2008

Many software vendors are facing difficult economic times and are evaluating the potential for growth beyond their traditional home markets. Expansion into new regions, especially emerging markets, sounds like a promising direction. Others know from the . . .

For Vendor Strategy Professionals

Storage IPOs Hot, Acquisitions Not

Multiple Storage Firms Go Public As Pace Of Acquisition Slows

by Andrew Reichman, November 27, 2007

For the last several years, enterprise storage has been an acquisitive market, with big fish gobbling up minnows and even peer-sized firms at a dramatic rate. But during the past year, the pace of acquisition has slowed and a significant number of storage . . .

Mastering M&A: The CIO's Game Plan

by Alex Cullen, January 9, 2006

Few IT organizations have expertise integrating IT after mergers and acquisitions (M&A) activity, yet business success is dependent upon IT's successful integration. Without a well-thought-out and effectively managed plan, IT risks an incomplete integration, . . .

Financial Planning For The Early Stages Of Mergers

Phase 2: Preparing An IT Integration Budget

by Julie Giera, March 31, 2005

One of the most often asked questions of IT managers following the announcement of a merger or acquisition is how much will it cost to integrate IT? To make matters worse, deal makers have likely set expectations around IT costs and savings based on little, . . .

The Impact Of M&As On IT

Phase 1: Choosing An IT Integration Approach

by Julie Giera, March 31, 2005

When a merger is announced, one of the first things that executive management wants to know is how long the IT integration will take. Unfortunately, any estimates that IT provides at this stage are likely to be cast in stone, no matter what caveats and . . .

A Systematic Method For Managing Mergers

by Julie Giera, December 22, 2004

Mergers are on the rise again, and with them come new challenges for IT managers. According to recent studies by Deloitte, Booz Allen Hamilton, and Watson Wyatt, more than half of mergers fail to generate business value. Part of that failure can be attributed . . .

Mitigation Of IT Risks In Early Stages Of Mergers

by Julie Giera, December 21, 2004

In 2001, Booz Allen Hamilton conducted a study of mergers. It found 53% of mergers in the prior three years failed to achieve expected results. And, of those that failed, 42% of the CEOs were gone within two years of the deal closing. There are many reasons . . .

Preparing For Divestiture

by Julie Giera, December 21, 2004

Forrester anticipates 2005 will be a banner year for mergers, acquisitions, and divestitures. IT managers in volatile industries, such as manufacturing, banking, and utilities, should consider preparing their organizations for any potential sale or divestiture . . .

For Information & Knowledge Management Professionals

Converge or Collide? Neither! Portal and WCM Markets Integrate

by Laura Ramos, April 12, 2002

Giga expects separate, but easily integrated, Web content management offerings to continue to be popular with portals; portal buyers want lower cost choices for managing content in portals, particularly when integrating existing products with new ones.

Infrastructure Design Principles in Mergers and Acquisitions: The Business Driver Is Fundamental

by Julie Giera, February 19, 2002

The most important considerations for a new infrastructure in a merged company depend heavily on not only the reason behind the merger, but also whether or not M&A will be a key foundation for the growth of the company.

Understanding Software Licensing Issues in Mergers and Acquisitions

by Julie Giera, February 8, 2002

The issues relating to software licensing in M&A and divestitures are numerous and thus deserve attention early in the process. Failure to do so may expose the company to financial and compliance risk and may forestall or delay IT integration efforts.

How to Evaluate a Startup IT Vendor's Viability Based on Its Acquisition Potential

by Andrew Bartels, November 19, 2001

Assessing IT Vendor Acquisition Potential: Critical Issues When Assessing Service Providers

by Pascal Matzke, November 14, 2001

When assessing the attractiveness of an IT services company as an acquisition target, as opposed to that of an IT product vendor, clients need to beware of the different viability criteria that need to be applied.

Assessing IT Vendor Acquisition Potential: Check the Venture Capital Relationships

by Robert McNeill, August 21, 2001

Many venture capitalists are now operating under the assumption that the main exit route from technology startups will be through acquisition going public through an IPO is the exception now, rather than the rule.