How to avoid losing your job

A merger or acquisition can represent a substantial opportunity for everyone in the IT team, both during the integration phase and in the post-merger realisation activities that follow. But the nature of the opportunity will vary dependent on the kind of transaction and the business rationale behind it.

A merger tends to offer a more level playing field, so the better prepared you are, the stronger your position will be. In an acquisition, irrespective of what might be said, the acquirer's IT organisation will have the natural upper hand. This makes preparation even more important if you are part of the acquired company. And, whilst aggressive growth was a rationale of M&A's during the 1990's (so almost everyone could find a role in the expanding business), infrastructure economies of scale are now the recurring theme. So, it pays to prepare.

The key to effectively weathering a merger or acquisition is to be more than the executive responsible for IT; you must be seen as a valued member of the management team.

What are the sources of value in your business? How does IT affect them?

The Finance Director doesn't just talk about finance; nor should you. Help your CEO to achieve their objectives. Develop partnerships with other business functions. Be seen to have moved beyond the narrow technology focus that many on the board will associate with IT people in general. Build relationships within your existing business that position you as a valued executive rather than just as "Head of IT". Develop a strong IT leadership team. And, as far as possible, implement an IT infrastructure that is scalable and flexible.

Do all this now, before a deal is on the table.