Cracking M&A: How IT Creates Impact Without Always Being First at the Table.

Introduction: Why CIOs and CTOs ask to be involved earlier 

When chief information officers (CIOs), chief technology officers (CTOs) and chief information security officers (CISOs) discuss mergers and acquisitions (M&A), one question almost always arises: How can I get involved earlier? Their reasons are valid; early engagement could help them plan for Day 1 access, model costs, surface risks and avoid last-minute fire drills. For CISOs, the concern is even more acute. Executives and boards want to understand potential security vulnerabilities, inherited threats and regulatory exposure before finalizing a deal.

However, here's the reality: IT doesn't always need to be involved early in the M&A process to achieve success. Early involvement can sometimes hinder progress more than it helps. This post examines why "earlier is not always better" and how CIOs and CISOs can still lead effectively even if they're engaged once the deal is nearly complete.

Strategy comes first, then operations follow

Most M&A deals originate as strategic discussions centered on growth, such as expanding market share, acquiring talent, entering new geographies, or gaining access to new capabilities. At this stage, the focus is on legal, financial, and business dynamics. Technology leaders, CIOs, CISOs and CTOs are often not invited to those early conversations.

This isn't neglect, it's structural. IT and cybersecurity rarely drive the "why" behind a deal. However, they play a crucial role in delivering the "how" once the transaction is closed. Whether it's integrating systems or mitigating inherited security risks, these leaders play an essential role in enabling long-term value.

From my 28 years working in IT infrastructure and M&A consulting, I've learned that success doesn't hinge on early access but rather on how prepared the team is when the call finally comes.

The real pressure CIOs face when they're brought in late.

When CIOs and CISOs are brought in after a letter of intent (LOI) is signed, or even post-close, the expectations are immediate and intense. The organization requires technical discovery, Day 1 readiness, and integration planning, often with minimal background knowledge. Critical architectural decisions may already be made. Risk exposure may be unknown. IT needs to "make it work," and security teams are expected to certify environments they didn't design or implement.

This situation is stressful and all too common. According to Gartner, only 19 percent of M&A leaders report that IT is involved in strategic deal planning. Yet IT accounts for nearly 20 percent of all synergy savings — more than any other function. And increasingly, the CISO is accountable for giving executives confidence that no unseen security liabilities will surface post-close.

This paradox creates frustration. CIOs and CISOs are often treated as tactical responders, yet they are simultaneously held accountable for strategic outcomes, including integration, compliance and risk management.

Why early involvement isn't always helpful

Although earlier involvement may seem like a logical solution, it can backfire. Many deals never reach closure. Involving IT and security leaders too early means wasting cycles on hypotheticals. Without a concrete scope, teams may build elaborate solutions for scenarios that never materialize. This can lead to resource waste and a loss of focus on the actual deal. Moreover, executive sponsors who are focused on closing may view technical and security questions as a form of resistance. In some cases, early participation can slow momentum and add perceived risk, even if the intent is due diligence.

It's time to reframe the goal. Instead of chasing early involvement, CIOs and CISOs should invest in readiness, the ability to mobilize quickly and lead decisively once the deal is real. Readiness means having repeatable processes, risk assessment playbooks, technical discovery frameworks, and stakeholder communication plans in place and ready to go.

What works: Repeatable integration processes and strong playbooks

The most successful organizations in M&A don't wing it. They rely on repeatable processes and proven playbooks. Companies that frequently acquire often build mature internal M&A functions. These teams have lived through the pain of integration and developed institutional muscle memory. They know what to expect from TSA structuring to cybersecurity threat modeling.

In contrast, companies that conduct deals sporadically often lack the internal capability to execute technology and security integration independently. That's where World Wide Technology (WWT) provides immediate value. Our M&A Solutions Consulting team brings real-world experience, cross-functional depth, and execution-ready frameworks.

We've built and refined methodologies that support every phase of the IT M&A lifecycle from Day 1 cutover planning to technical separation, vulnerability management, regulatory compliance, and synergy tracking. Our goal is to help CIOs and CISOs hit the ground running, without reinventing the wheel.

How WWT helps CIOs take the lead even when it's late

In many engagements, we are introduced to CIOs and CISOs after the ink is dry. They're informed that the deal is done, and now it's time to deliver. CIOs are tasked with designing the future state of infrastructure. CISOs must assess inherited environments, map vulnerabilities, and define a remediation path, quickly and accurately.

WWT steps in with the right level of structure and support. We provide templates, risk heat maps, cybersecurity due diligence checklists, scheduling tools and integration roadmaps that accelerate the planning cycle. Our insights are grounded in experience from hundreds of past engagements, spanning carve-outs, tuck-ins and high-stakes integrations.

Our work spans infrastructure, security, networking, applications and identity management. We also help align business, IT, and security stakeholders around a shared vision and timeline. Our consulting is not theoretical — it's hands-on, practical execution. We help leaders turn ambiguity into action and deliver clarity when the stakes are high.

A story from the field: What readiness looks like in real life

One client we worked with faced a hostile carve-out from a multinational parent company. The timeline was rigid, the IT environment was undocumented, and regulatory pressures were looming. The CISO had no visibility into inherited systems, and the CIO had no integration plan.

Despite being brought in post-close, we helped the organization stand up Day 1 capabilities in under 60 days. That included identity, collaboration, secure connectivity and core infrastructure — all delivered under intense scrutiny with zero room for error. This success didn't come from being involved early. It came from structured planning, proven tools, and a team ready to lead under pressure — instilling confidence in both business and security leadership.

Final word: success in M&A isn't about timing — it's about readiness

It's time for IT and security leaders to stop chasing invitations to early mergers and acquisitions conversations. The real win lies in being ready to act when the time comes. The most effective CIOs and CISOs don't wait for a seat at the table — they show up with a plan. They lead with structure, clarity and confidence. With the right mindset, tools and partner, early access becomes optional.

Readiness becomes everything.