Financial Program Strategies, Inc.
Fifty percent of mergers fail, so what would have the merger of two large communications companies succeed?
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Following a merger, a large broadcast media company IT department was at risk of being replaced with a third-party software provider, as they had repeatedly missed deadlines, which had delayed substantial operating cost reductions expected from the retirement of their mainframe. A decision to invest in the in-house IT department was conditional. To be acceptable, the project would have to convert 39 branches in two and a half years. Based on prior conversion experience, initial estimates were four years to complete.
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