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IT Mergers & Acquisitions

IT is crucial to successful merger integration and supports many important integration activities. However it is often identified as a root cause of failed M&A and divestiture efforts due to poor IT platform and organization integration, inefficient due diligence and failure of IT to enable business synergies. These same areas, however, are also key targets for significant profit opportunities.

What We Do

What We Do

Bain's IT merger integration experts work with our experienced mergers and acquisitions consultants to help companies focus on the value that technology brings to a deal.

Bain focuses its support on key areas of IT merger integration, including application, portfolio, infrastructure, IT organization, projects and suppliers. We partner with clients to address key technology-related M&A challenges:

  • Planning post-merger integration: Integration plans need to be uniquely tailored to the nature of each deal and needs to begin early in the process. We work with clients to assess existing IT environments and capabilities, and then identify the opportunities and threats of changes in business structure through our due diligence process.
  • Developing IT integration approaches: We work together to develop a tailored strategic IT roadmap and migration plan and to guide the IT decisions and actions required to realize the deal’s maximum value and nothing less.
  • Accelerate integration: We help clients develop an IT integration approach that is closely linked with the business integration plan. With our trademark rigor and objectivity, we estimate category-specific synergies and required investments in advance of action, so that leaders can make necessary trade-offs based on data rather than intuition.

Divestitures and separations

When successful companies think about how to manage their portfolios, they think not only about which businesses to grow, but also which to shed. Divestitures require careful orchestration to reorganize and maximize the value of a business's IT platforms and people. Sometimes, divesting non-core assets allows management to focus its attention on the core business—including its IT strategy.

Our Approach

Our Approach

We work with our clients to balance short- and long-term goals to allow them to build trust and loyalty with employees and customers while still fostering major changes.

In the short-term, we focus on preparing the combined organization to start strong on day one and hit initial revenue goals. These components build confidence in the deal rationale and minimize business disruption. At the same time, we help to build the right IT infrastructure for the long-term, enabling sustainable cost and revenue synergies.

Bain uses a highly structured and fact-based approach to IT merger integration, which we break into four phases:

  • Pre-close: Mobilize teams and identify key decision points for the integration while forming the integration hypothesis, estimating synergies, costs and timing in preparation for day one.
  • Day one: Communicate integration plans to relevant teams, agree upon a specific approach and timeline and enable short-term connectivity.
  • Integration: Assess the current state of IT with an IT fact base composed of all apps, infrastructure, organization and budget materials and hardware, software and supplier contracts; design future applications, infrastructure and architecture and develop a migration plan between the two states and communicate it to the broader audience.
  • Post-integration: Create an integrated IT organization with consolidated applications and data centers and define the key synergy metrics, taking into account future improvements and best practices.

Our Team


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