Mergers and acquisitions often promise strategic growth: access to new markets, broader capabilities, greater efficiency. But anyone who’s been through one knows that aligning two businesses on paper is only the beginning. The real challenge lies in aligning systems, data and ways of working.
At Ghyston, we’ve supported organisations navigating the realities of post-merger integration. While every situation is unique, one theme comes up time and again. The complexity of software and systems integration is often underestimated, and yet it is critical to whether the merger delivers long-term value.
The Invisible Complexity
Bringing two businesses together usually means bringing together two technology stacks, two sets of operational processes, and two different ways of making decisions. Often:
- Teams use different tools for similar functions, whether bespoke or off-the-shelf
- Processes that worked well in isolation clash when merged
- Data lives in incompatible formats, with conflicting definitions and structures
It is rarely a matter of simply picking the best system. The real work lies in understanding what to preserve, what to adapt, and what to rethink entirely.
The Questions Worth Asking
There is no universal playbook for software integration after a merger. That is part of what makes it hard. But the right questions can guide your thinking:
- Should we consolidate systems, or keep separate platforms for different parts of the business?
- Where can we align data structures to create shared visibility, without losing valuable detail?
- Do we adapt our processes to fit the software, or adapt the software to support our ways of working?
- Is now the time to invest in building something new that reflects the future of the combined organisation?
These questions go beyond technical decisions. They require alignment across teams, clarity on strategic goals, and a willingness to challenge assumptions.
Integration as a Strategic Capability
Integration is often seen as a hurdle to clear before moving on. But when approached with intention, it can be an opportunity. An opportunity to modernise, streamline and lay the groundwork for better ways of working.
What’s needed is a structured, thoughtful approach:
- Make time for discovery before jumping into delivery
- Build a clear picture of what’s working (and what’s not) in each system
- Design for the long term, not just short-term fixes
- Prioritise incremental delivery with space for feedback and iteration
Final Thoughts
If your organisation is going through a merger, take software and systems integration seriously. It is not just a technical task. It is a key part of unlocking strategic value.
There is no one-size-fits-all answer. But in our experience, the process of exploring what works best is where real transformation begins.
