When companies acquire other organisations, the focus is not solely on financial considerations. The integration of IT is crucial to the long-term success of such transactions – it ensures that people work together, processes run smoothly and data flows freely.
In this article, we show you the key considerations for implementing IT carve-ins professionally and with foresight, the typical mistakes to avoid, and what we can learn from large projects such as the integration of innogy into E.ON.
1. Plan IT integration strategically: Why success begins before day one
A successful carve-in begins long before the technical implementation. IT departments must be involved in the transaction at an early stage – at the latest at the beginning of the due diligence phase. This is the only way to analyse system landscapes, assess risks and develop target scenarios in good time. It is advisable to set up a central IT integration programme that defines clear roles and responsibilities. A coordinated governance structure – for example in the form of an integration board – ensures quick decisions and transparency.
2. Seamlessly integrate systems: Which architecture decisions matter now
The key question in any IT integration is: What stays, what goes, what is merged? A comprehensive inventory of the existing landscapes, for example with the help of well-maintained EAM tools such as ServiceNow or LeanIX, and a clear target vision of the IT landscape after integration prevent redundant systems, media breaks and unnecessary costs. Particularly in ERP, CRM and HR systems, interfaces must be clearly defined and transition architectures designed – for example, through temporary hybrid operations or TSAs (transitional service agreements). Standardising processes and technologies creates long-term stability.
3. Data migration for IT carve-ins: designing clean and secure transitions
Data transfer is one of the most sensitive issues in IT integrations. It is not just a matter of copying content, but also of data quality, consistency and future viability. Once the contract has been signed, it is important to clarify with the seller as soon as possible which data will be transferred and in what form. The requirements for the transfer of historical data must not be forgotten. Ideally, the seller can be persuaded to clean up the data before transfer and only transfer necessary and correct data. Automated validation processes help to identify sources of error at an early stage. Near-zero downtime approaches with parallel cutover and comprehensive test scenarios that also simulate live operation have proven particularly effective.
4. Harmonise identity and authorisation management: Security begins with access control
Central identity and access management (IAM) is the backbone of any secure system landscape. In carve-ins, user accounts must be consolidated, authorisations checked and provisioning automated. The principle of ‘least privilege’ is important here – i.e. only the most necessary rights for each user. Multi-factor authentication (MFA) and the separation of admin and end-user accounts provide additional security. Early IAM consolidation prevents shadow IT and access chaos.
5. Transfer licence agreements and software assets cleanly: How to avoid nasty surprises
Often overlooked – but highly relevant: licence management. In the event of acquisitions, existing contracts must be reviewed for change-of-control clauses and negotiations with software manufacturers must be conducted at an early stage. A complete licence inventory provides clarity about necessary adjustments. Temporary solutions, such as TSAs for Office, SAP or cloud access, provide breathing space – but should be used in parallel with the development of a sustainable, centralised licence model. The goal: compliance and cost transparency.
6. Compliance and IT security in integration: How to ensure regulatory security
IT integrations must not only function properly – they must also be legally compliant. Data protection (e.g. GDPR), IT security standards and industry-specific requirements must be strictly adhered to. This applies in particular to the handling of personal data, access logging, audit trails and backup strategies. Every IT system, every migration and every authorisation should be documented in an audit-proof manner. Early coordination with compliance teams prevents liability risks later on.
For more information, see our article Data protection and compliance in M&A deals: What role does IT play?
7. Organisational support for IT integration: How to bring people and brands together
Technology is only half the battle – true integration can only succeed if processes, communication channels and cultures also grow together. This includes harmonising email addresses, login screens, document portals and intranets, as well as internal training and change communication.
The new organisation must not only know how it will work in the future, but also see itself as part of the new company. IT plays a central role here as a vehicle for identity and acceptance.
8. Case study: E.ON & Innogy: What we can learn from one of Europe’s largest IT integrations
A particularly instructive example of successful IT integration is the integration of innogy into E.ON. After the takeover, more than 2,000 IT employees had to be integrated and more than 6,000 applications harmonised within a very short time – including numerous SAP modules and proprietary legacy systems. With our help, a stable, secure IT landscape was created under considerable time pressure. The key: clear governance, disciplined planning, intensive testing and consistent implementation of the best practices described.
If you would like to learn more, we recommend our podcast IT transformation at E.ON – insights into one of the largest mergers in the energy industry
Conclusion: Successful IT carve-ins can be planned – with structure, focus and experience
Carve-ins are complex – but manageable. Those who involve IT at an early stage, migrate cleanly, integrate in a standardised manner and do not treat security and compliance issues as an afterthought create a stable foundation for growth and innovation. Companies that see IT as a strategic driver turn acquisitions into competitive advantages.
Our tip: Rely on experienced support, tried-and-tested tools and strong internal control – then IT integration will become a success story in your transaction.
Let’s find out together how we can make your IT transformation a success. We look forward to hearing from you.
Last Updated on July 3, 2025 by mgm-marketing
