A robust merger and acquisition (M&A) process (which also applies to divestures) is a growing aspect of Intel’s business. But there is nothing simple about evaluating and integrating technologies and business capabilities or supporting incoming employees. IT organizations must use their experience to focus on the following areas:
At Intel, we have a dedicated IT M&A team that does more than execute on deals. We participate in due diligence discovery, planning, and integration to help Intel secure greater business value, and sometimes highlight potential unforeseen costs. We use an M&A lifecycle process to approach each deal with guiding principles of putting employees, suppliers, and the business value first.
The IT M&A team advocates across IT to help deliver customized, secure, and cost-eﬀective solutions, and brings expertise in its operating model, strategy, and capabilities. We are accountable for aligning IT capabilities and business processes, and our robust professional network brings a cohesive approach to each deal.
Divestures—or separation programs—can be as challenging as acquisitions. They are largely dictated by the buyer’s integration plan, giving us much less control. When planning a divesture, we use the following:
M&A is not simple, but in today’s business it is increasingly more common. While many organizations outsource this work, at Intel we have achieved great success by forming a dedicated IT M&A team that handles due diligence as well as integration. With a consistent M&A lifecycle process, we have built years of experience in evaluating, prioritizing, planning, and executing the integration of incoming organizations and the separation of divestures.
Cybersecurity is a particularly risky area as breaches can result in unforeseen costs, and even devaluation of the deal. Our planned approach brings a clearer understanding of the challenges, opportunities, and risks that help us add value to the business and ease the transition for employees