If You Won’t Be Staying…
•Agree on a clear exit strategy.
•Negotiate a severance plan.
•Offer your support during the transition phase.
•Maintain dignity and a perceived role of influence
during the transition period.
•Update your resume and network, network,
It Won’t Be Easy But…
•Accept that your role and responsibilities will
•Prepare to do things differently.
•Immerse yourself in the culture and strategy of
the acquiring company; learn what they are about
and what’s important to them.
•Show your willingness to make the integration of
the two companies successful.
Show Your Staff How It’s Done.
•Address uncertainty with optimism.
•Focus on the tasks ahead rather than speculating
about where you'll end up tomorrow.
•Support the strategic direction and priorities of the
acquiring company’s CIO and executive team.
•Offer to lead or co-lead IT or business integration
•Accept accountability for a subset of the IT
integration-related synergy goals.
•Make and support difficult decisions.
•Facilitate networking with new colleagues.
It’s an Ongoing Process.
•Foster trust by sharing essential know-how,
solicited or not.
•Help minimize surprises for the acquiring IT
team by providing comprehensive information
about your company's IT environment.
•Learn what the new combined business’ focus
will be on and strengthen your organization in
You Are In This Together.
•Embrace a team mentality rather than an us vs.
them way of thinking.
•Work with the acquiring CIO — and encourage
your staff to work with their counterparts too.
•Help harmonize IT decisions across your
companies during the transition phase.
Keep the Information Flowing.
•Provide complete information about your
company's IT environment and processes to the
•Explain what makes your IT team and current
processes great and where improvement is
•Share what you can, when you can, and provide
Make It Work.
•Anticipate potential sources of concerns for the
acquiring CIO and provide options.
•Offer solutions for avoiding integration-related
•Demonstrate your ability to solve problems
quickly, decisively and creatively.
Get the Show on the Road.
•You can accomplish the most in the early days of
an acquisition or merger so be ready to think and
act quickly and decisively.
•Keep the momentum going; avoid temporary
workarounds as they’ll likely be cumbersome −
and could become permanent.
Bring Down the Siloes.
•Take on responsibilities not assigned to other
executives; show management you are an
enterprise-wide leader who can take on diverse
•Use the merger or acquisition to gain experience
and knowledge outside of IT; prepare yourself for
a possible move to another C-suite position down
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