Healthcare Manufacturing: An IT Integration Story Behind a Successful Global M&A Led by a Bilingual IT Team
1. Overview
Services provided:
・IT consulting
・IT integration
・Global PMI (Post-Merger Integration) support
Industry:
Major global healthcare manufacturer
Background:
As part of its mid-term growth strategy, the client was pursuing an acquisition to expand its global business. For an M&A of this kind, Day 1 success is measured less by having a “perfect” IT environment and more by one priority: keeping the business running and stabilizing operations as quickly as possible. Given SYSCOM’s track record supporting large-scale projects, the client asked SYSCOM to lead this effort.
This wasn’t a straightforward acquisition of an entire company. It was a carve-out deal, in which a specific business unit was separated from its former parent company (a major Japanese manufacturer), making it inherently complex due to the involvement of both the former and new ownership. The business being divested was based in the US, meaning decision-making authority was split between Japan and the US, adding another layer of complexity. Because Day 1 (the cutover date) was fixed, any delay would have direct business consequences, making smooth IT execution a precondition for the deal itself.
2. Delivered Services
SYSCOM provided consulting and environment setup for the IT infrastructure the divested business needed to operate, migration support to align with the new parent company’s IT environment, and bilingual project management for the entire IT side of the M&A.
(IT scope: network, storage/file servers, identity, email, applications, data, devices, security, and other core office IT systems.)
■ Bilingual Project Management
The project required coordination across borders: SYSCOM’s client (the new business owner), the former parent company (Japan), the divested business entity (US), and the vendors working with both the client and the US entity. Amid all this, SYSCOM took a hands-on, on-the-ground approach, weighing questions such as:
・Which IT elements were essential for Day 1
・Which could be addressed later
always prioritizing uninterrupted operations and uninterrupted decision-making ahead of Day 1.
■ IT Consulting
Since some areas required redesign rather than simple migration, SYSCOM also supported decision-making on solution direction. Examples include:
・Recommending a shift from individually managed accounts (Consumer Apple ID) to centrally managed, enterprise-controlled accounts (Business Apple ID) to address security risks around user authentication and device management, then supporting the design and execution, achieving both scalability and stronger governance
・Helping define which data would and wouldn’t transfer from the former parent company to the new owner, and supporting cross-border (Japan-US) communication and coordination around that decision
3. Background and Challenges
The nature of this business divestiture and PMI created a distinct set of challenges:
■ Fundamental differences in IT governance models between the new business owner (SYSCOM’s client) and the divested company
Specifically, the two organizations used different account structures (Managed Apple ID versus individual accounts), and mixing the two models risked security policy gaps and increased support burden. This meant the project needed to go beyond simple migration to rethink identity management design, app distribution design, and exception handling (such as BYOD) from the ground up.
■ Decision-making spread across multiple companies
Because decisions couldn’t be made locally in the US alone and required sign-off from the former Japanese parent, communication had to flow across multiple organizations, a constant risk factor given the tight timeline.
4. Approach and Execution
■ A bilingual, multidisciplinary IT team
SYSCOM staffed the project with bilingual (Japanese/English) IT professionals across multiple sites, eliminating the time lost to translation, explanation, and follow-up. The team also provided ongoing security and business-oriented guidance throughout the project, functioning not just as a service provider but as a genuine partner driving the IT side of the M&A forward. The team brought together technical specialists, project managers, and consultants with business and security backgrounds in a well-balanced mix.
■ Delivery with Japanese-quality standards
In addition to thorough testing before cutover, SYSCOM maintained a tracked issue list during the post-Day 1 hypercare period, keeping resolution status visible to all stakeholders. This ensured the Japanese client received the same attentive, high-quality support they’d expect, even while operating in the US.
5. Results
By assembling an optimal, bilingual IT team to address various challenges and drive the project forward, IT was never a bottleneck in the global M&A. Day 1 arrived without major incident, and the business launch proceeded exactly as planned.
To keep the project running in an organized and sustainable way, SYSCOM also worked to prevent the US entity’s IT leadership from becoming a single point of overload, both in terms of team structure and process design. As a result, the client achieved a well-balanced division of responsibilities and a stable, sustainable project structure.
6. Project Team
・1 Overall Lead (English)
・1 Bilingual Program Manager (Japanese/English)
・2 Bilingual Project Managers (Japanese/English)
・2 Project Managers (English)
・3 IT Infrastructure Engineers (English)
・4 Bilingual Infrastructure Engineers (Japanese/English)
7. Why SYSCOM Was Selected
■ A strong track record on large-scale US IT projects
SYSCOM was selected because of its history supporting this client’s major IT projects in the US. Through repeated hands-on engagements, SYSCOM had earned trust not simply as a vendor, but as a partner capable of executing alongside the client and taking on IT governance and security design responsibilities.
■ A diverse, stable bilingual IT team
Global M&A projects like this one, particularly carve-out PMIs, demand fast, accurate bilingual communication across multiple stakeholders: the Japanese headquarters, the US entity, the former owner, and external vendors. In situations like these, Japanese staff stationed in the US often end up shouldering an outsized share of decisions and workload. SYSCOM’s ability to assign a solid team of PMs and engineers who could support both decision-making and execution in English and Japanese was a key factor in the client’s decision.
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