FREQUENTLY ASKED QUESTIONS

If done well, information content and systems can be put to productive use on day one. But it’s realistic to plan for some disruptions and additional work as you convert systems, reorganize physical space, transfer records, migrate and reconcile content, update policies, and integrate people and processes. Our strategic planning helps you account for this before the cutover date.

At the very earliest stages, when the transaction is being assessed and planned, Information Management must have a seat at the table. Early consideration must be given to which information, systems, and people are going to be impacted, and the impact of legal holds or tax holds. These inputs should be provided to the due diligence team.

This is one of the most important phases. The success or failure of the deal can turn on how thoroughly the terms of the deal are considered. From an information perspective, during a merger or acquisition you should know what information is going to be kept and what is to be destroyed. For a divestiture, determine who is going to ultimately own what information. For any transaction, determine who will have what responsibility for any records on hold. Dividing large volumes of information between the buyer and seller can, unfortunately, delay the closing date of the transaction.