Manage your operational risks during M&A through IT due diligence

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Manage your operational risks during M&A through IT due diligence

Why IT due diligence matters

Companies pursuing mergers and acquisitions (M&A) tend to focus on their financial and legal aspects while ignoring operational aspects directly related to IT. This often affects anticipated financial outcomes, as businesses may give little consideration to the costs, timing, and complexity of IT implementations or related operational risks.

We can perform a comprehensive assessment of your IT capabilities before M&A, followed by a post-transaction assessment of how well your IT function has adapted to the new environment.
We understand that IT due diligence is an important and relevant part of a merger or acquisition, and we have a deep understanding of the challenges, risks and potential investments that may be required to implement the required capabilities. We can help you get the most out of your M&A activities by:
  • conducting an independent in-depth analysis of the current state of your IT function;
  • advising you on IT governance throughout the transaction;
  • formulating a list of resources required for IT to operate seamlessly;
  • estimating M&A costs and the integration’s potential benefits;
  • identifying potential gaps in IT services that need to be addressed in a service level agreement (SLA) to ensure business continuity after the M&A.
Our M&A support offering covers the following operational aspects:
  • determining major risks and operational constraints;
  • finding revenue and margin growth areas that IT can unlock;
  • improving service quality through IT;
  • analyzing the financial investments made during the M&A transaction and those that will be required in the future;
  • assessing your existing IT service providers and outsourced services;
  • analyzing critical components of IT integration;
  • assessing the IT function’s ability to support your core business objectives after the integration.

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We can assess the current state of your IT capabilities and the IT risks that may arise when your organization enters into a merger or acquisition.
As part of the project, we will look at the key focus areas of IT functions:*
staff
Staff
products and services
Products and services
network security
Network security
cybersecurity
Cybersecurity
customer support
Customer support
budgeting
Budgeting
quality assurance
Quality assurance
network and infrastructure
Network and infrastructure
equipment used
Equipment used
agreements/contracts/suppliers
Agreements/contracts/suppliers
intellectual property
Intellectual property
software development
Software development
software and services used
Software and services used
internal regulations, technical and project documentation
Internal regulations, technical and project documentation
legal compliance
Legal compliance
* The scope of our work can be tailored to your specific needs.
After the project is completed, we will present a report describing the current state of your IT capabilities, along with the deficiencies and associated IT risks we identify, quantified integration risks and potential losses, and recommendations for managing them.

Why Deloitte?

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We have unique experience implementing IT due diligence projects and expertise in performing comprehensive assessments of IT functions, IT governance, and IT audits.

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We can work on our own or as part of a joint due diligence team comprising Deloitte’s financial advisory, tax, operational and other practitioners.

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We have a dedicated team of qualified IT due diligence professionals and engage industry experts on an as-needed basis.

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We have an internal IT due diligence methodology in place that leverages global best practices and our own know-how. We are also willing to consider your specific situation to facilitate the successful achievement of your goals throughout the transaction life cycle.

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Our consultants maintain the required level of confidentiality over the entire transaction period.

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We have an internal IT due diligence methodology in place that leverages global best practices and our own know-how. We are also willing to consider your specific situation to facilitate the successful achievement of your goals throughout the transaction life cycle.

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Our consultants maintain the required level of confidentiality over the entire transaction period.

Conacts

Sergey Kudryashov

Sergey Kudryashov

Partner, Risk Advisory

Sergey is leading Operational Risk and Crisis Management practice in Risk Advisory. Sergey has over 15 years of internal audit, control, and risk management experience in Russia. He also has exposure ... More

Sergey Akimov

Sergey Akimov

Assistant Manager, Risk Advisory

Sergey has over seven years of experience in finance, during which he has formulated business requirements for the automation of financial and tax accounting and drafted technical specifications for I... More