When multinational corporations announce a merger or acquisition, the complexity of integrating two massive entities is obvious. But combining mid-level enterprises poses its own set of challenges. Regardless of size,every company has its own culture and way of doing things. Specifically, they have their own intranets, software applications and business processes. Forcing one set of employees to give up their preferred technology tools can be problematic, even when those preferred tools are outdated and better solutions are available.
The increasing prevalence of remote work is another issue – integrations today are rarely confined to a few physical locations, and can involve small numbers of workers scattered across a wide range of geographically disparate locations.o ensure effective collaboration and knowledge sharing among all employees across a newly combined business, efficiently integrating different internal networks is imperative. Specifically, the outcome has to be one seamless system; intermingling intranets isn’t enough. Requiring employees to toggle back and forth between separate intranets creates time-wasting redundancy. And the task of maintaining two separate networks can devour an IT budget.
Maintaining an accurate software inventory following an integration presents another challenge. Many businesses suffer from the pervasive presence of unauthorized or non-standard applications that can overwhelm systems and prevent user collaboration. In these “Shadow IT” environments, users habitually download their preferred apps. The result is a chaotic jumble of loose threads of information, with some employees adhering to the company platform, while others use Google Docs and yet others insist on Dropbox.
”EmployeesAcross A Newly Combined Business, Efficiently Integrating DifferentInternal networks.“