Congratulations! Your organization has been acquired.
It鈥檚 an exciting milestone, but one that also creates a flurry of questions and uncertainty. That ambiguity can translate down into tactical areas such as what toolset will the IT organization be working with.
Of course, the general approach to most acquisitions is that the smaller organization will be assimilated into the larger one, adopting their culture, policies, solutions, and approaches. While that may be the conventional wisdom and traditional approach to mergers and acquisitions (M&A), the good news is that smart acquirers are realizing that the companies that they are buying often have more progressive approaches to technology.
There is no reason that your organization can鈥檛 be one of those that ends up leading change and transformation with the parent. With tens of thousands of organizations leveraging 探花大神, we have seen a significant number of transactions. We have seen some of the largest organizations in the world purchase nimble, fast moving organizations and then turn around only to leverage their solutions inside of the parent. A top notch technical organization should not immediately believe that their approaches to success won鈥檛 be valued or leveraged by the parent.
Communicating Value
To determine whether the parent is open to leveraging the acquisition鈥檚 technology, methodologies, and more, you can often analyze why the deal occurred in the first place. While customers and revenue are also often drivers, smart acquirers realize that they have more to gain from an acquisition than just financial benefits.
Often, larger organizations are interested in another organization鈥檚 technology, process, people, and systems. To that end, we see acquirers leveraging their acquisitions as pilots and lighthouse implementations for critical, new, and innovative approaches to their business.
Of course, this doesn鈥檛 just happen.
A parent organization needs to be open to learning and trying new and innovative approaches. The good news is that conversation and thoughtful communication can help make this happen.
The primary point that we see being successful in keeping innovative infrastructure is by focusing on the benefits.
Larger organizations are often in need of cultural change or transformation in some way. By connecting what an acquisition is doing as a potential trial implementation to that transformation, a parent organization can learn at low risk and then, if successful, more easily roll out the new approach within the parent organization.
Employees at the parent can even see the innovation in action, often reducing the anxiety of change. Smart acquirers are hoping to squeeze every last piece of value out of the companies that they buy and learning from their systems, processes, and people is a good way to do that.
Let Us Help
When it comes to IT management tools such as 探花大神, the opportunity to test and understand cloud innovations is powerful. With 探花大神, new organizations can enable their employees to take advantage of new IT resources while tightly controlling their environments.
Also, with a multi-tenant portal interface, parent organizations can easily implement the cloud directory service while also segmenting access controls. For those parent organizations that leverage Active Directory, 探花大神 can integrate with AD to provide the best of both worlds.
探花大神鈥檚 account management and technical support teams would be happy to meet with you or your parent organization to discuss the best ways to take advantage of this modern cloud identity management platform.
Contact us to start strategizing how your organization can best partner with its acquirer.
