Transaktion · Krise

Post-merger integration

Pharmaceutical wholesale and logistics

Company
2,400 employees locally / 41,000 worldwide
Role
Interim Head of IT Operations
Responsibility
50 employees; reporting to CFO/CIO
Scope
Local IT merger and global IT integration; 18 sites
Period
2023
18 → 1

Major incidents from 18 to 1 per quarter (cost ≈ EUR 720,000 per quarter)

0

Critical-infrastructure outages down to 0

Stopped

Loss of key staff stopped

Starting point

Resistance after the acquisition

The industry’s number two had acquired the number three; competitors of decades were now expected to work together.

Liquidity threatened by IT outages

Customer losses and contractual penalties.

Incompatible IT landscapes

Hardly any economies of scale, incompatible leadership styles.

Objectives

  • Integration of two IT landscapes
  • Elimination of business-critical outages
  • Effective IT operating model focused on customers and market

Measures

  • 210 fields of action
  • IT working model for 18 sites
  • IT target operating model (TOM)
  • New IT leadership model
  • Data-centre exit on the deadline of 31 Jul 2023; managed service provider selected from 52 bidders

Decisive turning point: Managed service provider selected from 52 bidders and data-centre exit managed on the deadline of 31 Jul 2023.

How I proceed

  1. Day 30Ability to act and decide

    Situation, risks and decision papers are on the table; the first decisions have been taken.

  2. Day 60Stabilisation and alignment

    Operations are stable, governance and reporting are running, the target picture is agreed.

  3. Day 90Ability to transform

    Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.

Case sheet as PDF (DE) Case sheet as PDF (EN)

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