A corporate merger can resemble a high school lab experiment, where labels on vials of volatile elements are removed or switched. To avoid messy explosions, the steps that IT executives take in integrating hardware, software, end users and IT staff can be among the most critical elements to the successful outcome of a merger. While merging disparate networks, applications, databases and directories is challenging enough, decisions on IT personnel and strategies for pairing newly acquired employees and curent infrastructure are just as important as making sure all the new and old boxes talk to each other.
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