{"id":23341,"date":"2016-11-01T08:20:46","date_gmt":"2016-11-01T07:20:46","guid":{"rendered":"https:\/\/e3magpmp.greatsolution.dev\/?p=23341"},"modified":"2024-01-19T14:52:57","modified_gmt":"2024-01-19T13:52:57","slug":"success-through-integration","status":"publish","type":"post","link":"https:\/\/e3magpmp.greatsolution.dev\/en\/success-through-integration\/","title":{"rendered":"Success through integration"},"content":{"rendered":"

It is worth noting that a purely economic approach to the strategic planning of acquisitions often leads to serious delays in the relevant projects later on.<\/p>\n

It is often overlooked that IT landscapes can be difficult to merge. The type of transaction and the objectives are decisive criteria for the integration of IT systems.<\/p>

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Basically, three scenarios can be distinguished:<\/p>\n

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  1. Complete takeover of a company: The acquisition should be integrated at all levels and adapted to the buyer's standards. If the acquisition is in a different business area, complete integration should be avoided and interfaces between the systems should be created.<\/li>\n
  2. Takeover of parts of the company: Parts of IT must first be carved out, transferred and integrated.<\/li>\n
  3. Merger of two units: Companies of a similar size often have comparable IT structures. A hybrid of the above scenarios should be used here.<\/li>\n<\/ol>\n

    ERP landscapes should already be part of the strategic planning process, especially for cross-border transactions. They form the backbone of companies and this is where the greatest risk lies.<\/p>\n

    Specific questions are:<\/p>\n