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From findings to actions: building the tech workplan pre-close
Turn technology diligence findings into owned actions, decision gates, funding, and Day-1 protection before the transaction closes.
Topic index
M&A Day-1 IT readiness
11 chapters
Day-1 IT readiness guidance for access, systems, data, support, cutover control, decision rights, and stable business operations at close.
1. Articles
23
TSA strategy: why most deals get it wrong
Design transition service agreements around the exit path, service economics, and business outcomes so temporary support does not become a value trap.
26
Tech implications of carve-out vs full acquisition deals
How deal structure changes technology scope, Day-1 control, one-time cost, and the path from signing to a stable operating model.
27
What Day-1 really means for IT
Define Day-1 as a minimum viable operating state—with explicit pass/fail tests and fallbacks—so you don’t learn your dependencies at 9:00 a.m. after close.
28
Day-1 readiness: systems, people, and data
Prove that systems, people, and data can work together at close, with evidence-based gates, accountable owners, and practical fallbacks for the dependencies that remain.
29
Designing and negotiating TSAs that actually work
Translate the exit plan into service schedules, measurable rights, commercial controls, and acceptance gates that keep a TSA temporary and operable.
30
Managing TSA dependencies and exit risks
Control post-close TSA dependencies with evidence-based exit waves, buyer capability gates, and cost decisions tied to value timing.
31
Governance and decision rights during TSA periods
Build a governance operating system that separates service operations from exit decisions, assigns accountable owners, and prevents TSA cost and risk from drifting after close.
32
Common Day-1 failures and how to avoid them
A control-based method to expose Day-1 failure paths, prove readiness, and activate fallbacks before ownership changes.
44
Payroll and HR systems in global separations
A Day-1 and TSA-focused framework for separating payroll, HRIS, time, benefits, and identity without putting employees or compliance at risk.
46
Timing ERP transformations: Day-1, Day-100, or later?
A deal-timing framework for deciding when ERP transformation should happen, what must wait, and how to avoid turning Day-1 into an ERP program.