This merger mania is fueled in part by a heady combination of available capital and a target rich environment comprised of companies that remain vulnerable even as the economy recovers. The opportunity to snap up a struggling competitor, jump start a geographic expansion by acquiring a local player, or move upstream or downstream in the value chain may hard to resist for even the most conservatively managed of companies.
Mergers represent a tremendous opportunity for CIOs to shine, regardless of whether or not they expect to remain in place after a merger is completed. However, because the stakes are so high, CIOs can easily find themselves in a no-win situation that can haunt them for the remainder of their careers.
Four key strategies, implemented well, can improve a CIOs odds of coming out on top:
Recognize that there is no merger of equals" - Many merger are portrayed this way to assuage egos and keep key talent from fleeing before the transaction is completed. In reality, it is a myth.
Every merger will have a dominant player, the majority of whose culture, personnel, process and infrastructure are likely to survive the transaction. CIOs employed by the dominant player will be held accountable for a portion of the success of the transaction, and stand to gain tremendously (financially and otherwise) for helping make the merger successful.
CIOs employed by the company being merged probably are on their way out, but can significantly enhance their exit package and future employability by remaining in place for as much of the integration as possible. CIOs that dont understand which position they are in, or buy into the merger of equals myth, are at much greater risk of losing out. Some CIOs may simply be able to ask, but it often takes some detective work to determine which company is the dominant one as it isnt always the largest.
Find out as much as possible about the other party in the merger and what the companies are claiming as the reasons for the merger. Also look at how both companies have handled mergers in the past. It should become evident pretty quickly which company is being merged into the other.
Get involved early, whether officially or not - The earlier CIOs get involved in a merger, the more likely they are to be able to maximize their contribution and so increase the potential of benefitting personally and professionally.
The best time for a CIO to get involved is during due diligence, which takes place after the companies agree they both are interested in a merger but before the deal actually is signed. CIOs who dont get involved until after the deal has been signed, or worse, until after the deal closes will have little ability to influence the terms of the deal and to set expectations for what they and their IT departments can contribute.
CIOs who determine that a merger transaction is in the works without their knowledge or involvement may want to make a case to having a seat at the table, whether by presenting case studies or research to support their involvement, or simply leveraging their relationship with executives and other business leaders within the company. Where that isnt possible, CIOs should do as much detective work as possible to gain an unofficial understanding of the players in the transaction (the other company and any private equity firms or other capital sources involved), the rationale for the merger (why the companies are interested in the transaction) and the specific synergies or benefits expected to result (for example, cost savings or increased sales).
The CIOs goal (whichever company they work for) should be to have a hand in the due diligence and post-merger integration planning that (optimally) begins even before the deal is signed whether officially and openly or unofficially as a shadow advisor to some of those who are involved.