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📄 Contents

  1. 1.1 Building a Site from Scratch
  2. 1.2 Growing a Small Site
  3. 1.3 Going Global
  4. 1.4 Replacing Services
  5. 1.5 Moving a Data Center
  6. 1.6 Moving to/Opening a New Building
  7. 1.7 Handling a High Rate of Office Moves
  8. 1.8 Assessing a Site (Due Diligence)
  9. 1.9 Dealing with Mergers and Acquisitions
  10. 1.10 Coping with Frequent Machine Crashes
  11. 1.11 Surviving a Major Outage or Work Stoppage
  12. 1.12 What Tools Should Every SA Team Member Have?
  13. 1.13 Ensuring the Return of Tools
  14. 1.14 Why Document Systems and Procedures?
  15. 1.15 Why Document Policies?
  16. 1.16 Identifying the Fundamental Problems in the Environment
  17. 1.17 Getting More Money for Projects
  18. 1.18 Getting Projects Done
  19. 1.19 Keeping Customers Happy
  20. 1.20 Keeping Management Happy
  21. 1.21 Keeping SAs Happy
  22. 1.22 Keeping Systems from Being Too Slow
  23. 1.23 Coping with a Big Influx of Computers
  24. 1.24 Coping with a Big Influx of New Users
  25. 1.25 Coping with a Big Influx of New SAs
  26. 1.26 Handling a High SA Team Attrition Rate
  27. 1.27 Handling a High User-Base Attrition Rate
  28. 1.28 Being New to a Group
  29. 1.29 Being the New Manager of a Group
  30. 1.30 Looking for a New Job
  31. 1.31 Hiring Many New SAs Quickly
  32. 1.32 Increasing Total System Reliability
  33. 1.33 Decreasing Costs
  34. 1.34 Adding Features
  35. 1.35 Stopping the Hurt When Doing This
  36. 1.36 Building Customer Confidence
  37. 1.37 Building the Teams Self-Confidence
  38. 1.38 Improving the Teams Follow-Through
  39. 1.39 Handling an Unethical or Worrisome Request
  40. 1.40 My Dishwasher Leaves Spots on My Glasses
  41. 1.41 Protecting Your Job
  42. 1.42 Getting More Training
  43. 1.43 Setting Your Priorities
  44. 1.44 Getting All the Work Done
  45. 1.45 Avoiding Stress
  46. 1.46 What Should SAs Expect from Their Managers?
  47. 1.47 What Should SA Managers Expect from Their SAs?
  48. 1.48 What Should SA Managers Provide to Their Boss?
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This chapter is from the book

1.9 Dealing with Mergers and Acquisitions

  • If mergers and acquisitions will be frequent, make arrangements to get information as early as possible, even if this means that designated people will have information that prevents them from being able to trade stock for certain windows of time.
  • Some mergers require instant connectivity to the new business unit. Others are forbidden from having full connectivity for a month or so until certain papers are signed. In the first case, set expectations that this will not be possible without some prior warning (see previous item). In the latter case, you have some breathing room, but act quickly!
  • If you are the chief executive officer (CEO), you should involve your chief information officer (CIO) before the merger is even announced.
  • If you are an SA, try to find out who at the other company has the authority to make the big decisions.
  • Establish clear, final decision processes.
  • Have one designated go-to lead per company.
  • Start a dialogue with the SAs at the other company. Understand their support structure, service levels, network architecture, security model, and policies. Determine what the new model is going to look like.
  • Have at least one initial face-to-face meeting with the SAs at the other company. It’s easier to get angry at someone you haven’t met.
  • Move on to technical details. Are there namespace conflicts? If so, determine how are you going to resolve them—Chapter 8.
  • Adopt the best processes of the two companies; don’t blindly select the processes of the bigger company.
  • Be sensitive to cultural differences between the two groups. Diverse opinions can be a good thing if people can learn to respect one another—Sections 32.2.2.2 and 35.1.5.
  • Make sure that both SA teams have a high-level overview diagram of both networks, as well as a detailed map of each site’s local area network (LAN)—Chapter 7.
  • Determine what the new network architecture should look like—Chapter 7. How will the two networks be connected? Are some remote offices likely to merge? What does the new security model or security perimeter look like?—Chapter 11.
  • Ask senior management about corporate-identity issues, such as account names, email address format, and domain name. Do the corporate identities need to merge or stay separate? What implications does this have on the email infrastructure and Internet-facing services?
  • Learn whether any customers or business partners of either company will be sensitive to the merger and/or want their intellectual property protected from the other company—Chapter 7.
  • Compare the security policies, mentioned in Chapter 11—looking in particular for differences in privacy policy, security policy, and how they interconnect with business partners.
  • Check router tables of both companies, and verify that the Internet Protocol (IP) address space in use doesn’t overlap. (This is particularly a problem if you both use RFC 1918 address space [Lear et al. 1994, Rekhler et al. 1996].)
  • Consider putting a firewall between the two companies until both have compatible security policies—Chapter 11.
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