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Essay / Research Paper Abstract
A 3 page paper defining technology due diligence and why it should be included in investigations prior to merger or acquisition. Increasingly, technology compatibilities have come to be as important – sometimes more so – than financial and asset conditions. Integrating information technology (IT) systems is a long and arduous process when the systems being integrated are compatible. Integration can be impossible in the light of incompatibility, and the anticipated costs of merging IT systems can quickly negate the financial benefits of the corporate merger. Further, conflicting intellectual property rights also can negate the benefits of the corporate merger. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSitTechDueDil.rtf
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Unformatted sample text from the term paper:
due diligence extends the activity to reviewing financial condition and the veracity of asset statements in advance of a merger of two companies. The purpose is to ensure that
financial and other statements are accurate and reflect the true state of affairs within the organization being acquired. Increasingly, technology compatibilities have come
to be as important - sometimes more so - than financial and asset conditions. Integrating information technology (IT) systems is a long and arduous process when the systems being
integrated are compatible. Integration can be impossible in the light of incompatibility, and the anticipated costs of merging IT systems can quickly negate the financial benefits of the corporate
merger. Further, conflicting intellectual property rights also can negate the benefits of the corporate merger (Copeland, 2000). Intellectual Property and Compatibility Intellectual
property rights and compatibility concerns have halted mergers in the past. Generally, technology created by an employee remains with the employer though the employees name appears on any resulting
patent (Copeland, 2000). Situations can arise in spinoff situations or when an employee leaves the organization, however. Two years into merger activities
of four teaching hospitals in San Francisco, UCSF Stanford Health Care abandoned the merger in large part because of the difficulties of integrating four incompatible IT systems (Copeland, 2000).
Birmingham-based MedPartners and Nashville-based PhyCor "halted a proposed $6 billion merger after discovering significant IT incompatibility issues" (Copeland, 2000). Thus system and software
compatibility, as well as each organizations approach to intellectual property rights have the ability to directly and negatively affect the merger of organizations. Recommended Approach
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