One for the Project Managers. Having just completed a complex international M&A IT Integration, the added value is sharing the lessons learned so we can enhanced the buy and build process in the future,
M&A is rarely simple. But when you throw IT into the mix—especially in today’s WFH world where resources and talent are dispersed, you’re in for a wild ride.
IT M&A projects are complex, time-boxed, and almost always resource-constrained. A typical integration lasts between 6 to 18 months and must bridge the gap between at least three core parties: the Buyer, the Seller, and the Consultancy. Each brings different goals, timelines, and assumptions—yet they must converge around a shared vision of success.
That’s where Lessons Learned become critical.
But here’s the catch: in IT M&A, the classic post-mortem isn’t enough. To create value (and avoid landmines), Lessons Learned must be iterative, cross-functional, and ruthlessly practical.
Why IT M&A Needs an Adapted Lessons Learned Process
Lessons Learned for M&A need more consideration.
Let’s unpack what makes these projects uniquely tricky—and why conventional “end-of-project” reviews don’t cut it.
1. You’re Not Dealing With One Business – You’re Dealing With Three
You’ve got the acquirer, the target, and often a consultancy managing the integration or tech DD. Each has their own tech stack, maturity level, and level of transparency. What’s considered “standard practice” in one business might be alien—or unscalable—in another.
Lessons Learned must therefore be segmented. What the Buyer needs to know to improve their integration model is different from what the Seller needs to hear to better prepare for future exits. And the Consultancy? They need to refine playbooks, not just document problems.
Often one of the firms in the merger has been built via acquisition, meaning their tech estate and project management environment can be highly fragmented.
2. Feedback Loops to the Pre-Deal Team Are Rare—but Vital
In many cases, integration teams inherit decisions made in haste during due diligence. Gaps in cybersecurity, under-scoped tech debt, or even just different interpretations of the product roadmap.
A well-structured Lessons Learned process should flag these back to the pre-deal team in real time—not three quarters later. That might look like:
- A “DD Reflections” session 30 days post-close
- A rapid replay to reassess assumptions made in QofE or tech stack reviews
- A tagged repository of missed issues that should’ve been flushed earlier
This helps refine the next deal, not just close the book on the last one.
3. The Tech Landscape Is a Moving Target
We’re no longer mapping clean ERP systems into ERP systems. More often, we’re integrating AI-powered workflows, low-code/no-code platforms, and embedded data products into a larger (and often slower-moving) enterprise environment.
This creates friction. Not because the tech isn’t good—but because it doesn’t “slot in” to legacy ways of thinking.
Lessons Learned here need to:
- Identify where assumptions about “integration readiness” broke down
- Capture what AI models or automations broke or underperformed in a new environment
- Document governance challenges and control risks introduced by merging AI systems
4. There’s Usually a Power Imbalance
Most integration projects are buyer-led. That means feedback from the Seller can get deprioritised—even if it’s the most valuable insight in the room.
One fix is to host cross-party retrospectives at key milestones (e.g., 90 days post-close, mid-point, and completion). The goal isn’t blame. It’s alignment. Especially if the Seller’s team is retained in any capacity post-close, or if private equity is involved and there are future exits to prepare for.
5. Lessons Learned Should Be Linked to Value Realisation
It’s easy to document issues like “lack of resource availability” or “unclear ownership.” But what really matters is value leakage. Where did we miss synergies? Where did tech debt slow things down? Where did people waste time doing workaround after workaround?
Turn every Lesson into a playbook action:
- “If X happens, next time do Y”
- “This failed because we didn’t Z—next time, start with A”
- “This assumption was flawed; here’s how to test it next time”
Closing Thought: Don’t Archive—Adapt
In IT M&A, Lessons Learned aren’t historical artefacts. They’re strategic tools. They should feed your integration frameworks, update your due diligence templates, and inform how you assess future targets. If you treat them as one-and-done, you’re leaving value on the table—and setting your next deal up for déjà vu.
At Beyond M&A, we help investors and portfolio firms bridge the gap between deal value and tech reality. Our approach combines hands-on integration experience with a “people first” mindset—because no system moves faster than the humans behind it.
Follow-up Questions for Reflection:
- Which part of your current Lessons Learned process feels most static—and what would it take to make it more dynamic?
- How often do your pre-deal and post-deal teams actually share feedback loops—and what’s the cultural blocker?
- Are your Lessons Learned tied to clear, quantified value levers—or are they stuck in “observation” mode?
