ABSTRACT
Businesses often use mergers and acquisitions (M&A's) as strategies to strengthen and maintain their market position. M&A is considered as a relatively fast and efficient way to expand into new markets or acquire new technologies. This chapter describes a consulting engagement that lasted around nine months to support the integrated systems (IS) function to complete its integration activities. This case study focuses on work undertaken for the IS function within a large recently merged pharmaceutical organisation. The merger brought together two large pharmaceutical organisations based in the UK and Europe respectively. With the pressures of the merger, the project was initially proposed to address the following key integration priorities within the function. To achieve systems integration without unduly impacting business performance, to complete the appointment process, to establish the operating/budgeting processes for IS, to sign up and deliver the synergies and to capture the people.
