IBM, John Canada, Nuggets discussed on M&A Science
With a brief description of your role and experience that ibm or having to do that. Thanks to everyone who's listening. Hopefully you'll be able to take away a couple of nuggets from my experience and the ibm teams experience in mma. I came to ibm through acquisition of a company called initiate systems. Chicago based right there with kasan have been at. Ibm as he set a little over. Ten years of my career in ibm has been a winding an interesting career from leading a industry marketing function globally to working on a very large client team so client facing and then moving into a couple of entrepreneurial pilot kickoff programs in the ibm company where we tested some new adventures and transformation. And then working in emanate. And i found my way. Back to emanate because of my passion for the acquired employee experience and the opportunity to help other acquired teams coming into ibm have a great experience and energize increase ibm's growth and market presence. I have a passion for people. And hopefully we'll share some of that with you as we talked to today. I always find that interesting. How practitioners latch onto the integration process. Because even i've met or for development leaders that end up focusing more on immigration on curious. What about integration. That really draws you. Well let me start off and we'll talk about this little bit more but we actually are moving away from the term integration integration. Has this connotation of doing it to you. Not doing it with you. What we've found over the years is that when you bring a acquisition into. Ibm you really want to embrace. All its unique and special about that acquisition and co create with that acquisitions leadership and team members the potential bring to bear the greatest value creation. You can and integration. Doing it to them is not probably the right approach. It's embracing that co creation doing it with them so we've moved to the term implementation implementation of the business as usual state. We are trying to achieve and doing it together without acquired team at ten years at ibm as ibm evolved. Since you started. High man's been a transformational journey oath from a market perspective and our focus around hybrid multi cloud and data in ai. Which is is what we are uniquely bringing to the market today so our focus has transformed but also our internal organizations have transformed and have moved from hierarchical type approaches to things checklists driven lots of individual syros. Too much more forward thinking approach on. How do we become business outcome oriented. Add agility agile transformation into our ways of working across the entire business. What's been interesting is different areas of the ibm company have moved at different paces. On this agile transformation journey. I feel very fortunate to be our finance and operations organization under the leadership of john canada. And he's really embraced promoted and enabled individuals teams to develop transforming our workflows and waited. We operate in agile ways. So it's been a great experience. And we've taken that to the next level in corporate development to try to leverage the transformation in financing operations into our corporate development approaches as well. So it's changed. Its ongoing it's iterative. All strong concerts of agile and always working and we continue that journey every single day. But nicely frames me to ask you. How have you seen agile principles improve workflow and integration process of was issues so we embarked probably little over a year and a half ago on something we call acquisition agile accelerate and it really was to take our thinking from checklists. Driven implementations to something bit was more flexible that enabled us to move more quickly that enabled us to innovate along the way. So i just shared this overview with you we start with what probably all corporate development and emanating start with a strategy around the portfolios that they're looking at and how do they build inorganic growth into that and then moving to the alignment and onto deal enablement in transition to operate really what we focused our acquisition agile accelerate work on is in the steel enablement and transition to operate phase. We really look hard at. How are we going to think about the deal. Rationale think about it in a different way. How are we going to develop due diligence in a approach. That oath gives flexibility but also gets to the business value quickly. How are we going to then do. The discovery of what it takes to establish an acquired organization into ibm's operating models and business as usual structures and each of these things are reliant on understanding. What the post close operating model might be is it. A tuck in is it. A hybrid model is a standalone business potentially are their spin offs and divestitures across this as well that we might look at so. This is the high level picture of what we focused on for. Agile accelerate and we unpacked each of these areas and built some workflows to go through. How do we work together. How do we bring teams and individuals functions into each of these stages in a way that really minimizes the resource use or the resource required. When we're completely focused on. What is the business outcome for that. Iteration we then looked at it in three areas of critical importance. The offerings as you bring in an acquisition the go-to market so building synergies and the operating model and then we built the implementation plan. According to that now there is a lot of debate internally on when do you start building the implementation plan and it really does start early. It starts early with a smaller team. It then adds subject matter experts across the workflow as you see here and ultimately builds too. How do you get to a operational state. I would call out just a little bit here. The operational states and son of this we learned on the red hat acquisition which was acquired and put in as a standalone bar. The first and foremost thing is to stabilize business after close and make sure that we do no harm and i think all of you probably have that same approach. Then we look for efficiencies that doesn't mean reductions in force that doesn't mean looking at. How do we reduce redundancies. Necessarily it means things. Like how do we get procurement activities to the benefit of their quired organization. How do we get things like travel policies with the large scale that we have in. Ibm how did we get that benefit for this standalone unit or this business that we've acquired and then finally we look at how do we optimized the interactions and workflows all focused on value creation. All focused on the business case and meeting the business case. This is the core idea behind what we.