Acquisitions Part 2: Predicting the outcomes
Conclusion: Given the frequency of acquisitions within the information technology (IT) sector, it is prudent that clients of the organisations involved spend time to consider the possible outcomes or consequences of the acquisition, and in particular if the outcomes are likely to be good or bad news for them.
Acquisitions are likely to always involve changes in staff. The staff most at risk of being made redundant are usually in non-client-touching administration roles, such as finance, supply or HR. What clients do need to think about are possible changes to key technical or product development teams, as well as key staff that they deal with on a regular basis.
The other area where impacts may be felt is in the future direction of ongoing product development, with outcomes that can again be positive or negative for clients.
About The Advisor
Peter Hall was an IBRS advisor between 2016 and 2020 who covered enterprise infrastructure, management, managing vendor and customer relationships, vendor capabilities and vendor offerings. Peter is also experienced in Start-Up’s and Mergers and Acquisitions. Peter has over 37 years of experience working in the IT sector in ANZ and Asia Pacific, gaining invaluable insights into vendor offerings and strategies, relationship management, and channel strategies. Peter’s an experienced executive having worked for Hewlett-Packard, Blade Network Technologies (acquired by IBM in 2010), IBM and Lenovo. Peter is also an accredited Tony Buzan Licensed Instructor in Mind Mapping.