Project Royal Integration Process
Global IT
CONFIDENTIAL
© 2009, All rights reserved, Cambridge Energy Research Associates, Inc., 55 Cambridge Parkway, Cambridge, Massachusetts 02142
No portion of this presentation may be reproduced, reused or otherwise distributed in any form without prior written consent.
Objectives of the Assessment & Planning
Process
I.
Establish communication channels between IHS and Project
Royal, allowing functional teams to learn about one another’s
people, systems, and processes through conversation and
exchange of information
II.
Identify and assess the combined capabilities, best practices,
opportunities, and any associated risks in the IHS and Project
Royal combination
III. Propose integration objectives that will capture opportunities,
achieve synergies, and mitigate any identified risks
Copyright © 2010 IHS Inc. All Rights Reserved.
IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.
2
Integration Guiding Principles
We will….
• Put Customers First to deliver world-class value and service to Project Royal customers
• Focus resolutely on revenue growth
• Position ourselves for growth through new and improved joint products and services
• Prioritize revenue growth by supporting sales of Project Royal’s market leading solutions through
•
•
•
•
IHS’s customer base and sales channels
• Assess all products for full value realization in the market
Continue Project Royal’s history of innovation and thought leadership to develop world class products in
the chemical and energy markets
Ensure clear and timely two-way communication with our newest Project Royal colleagues
Work to fully understand Project Royal’s business, drivers, and priorities in making joint assessments
Evaluate all opportunities to be more effective and efficient throughout both organizations
We will not….
•
•
•
•
Compromise the stability of the business
Stall the current growth trajectory of the business
Disrupt core analytical support for Project Royal products or customers
Endanger product quality or capabilities
Copyright © 2010 IHS Inc. All Rights Reserved.
IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.
3
Integration Process & Team Approach
• First and foremost, integration must be executed while protecting Project Royal revenue.
• Integration activities must interfere as little as possible with daily operations.
• Sensitivity to colleagues’ time (both Project Royal and IHS) is a priority
• Integration teams are organized by function, consisting of members from both IHS and
Project Royal
• Key objectives
• IHS team leaders have begun the process of identifying key objectives, priorities, dependencies and
timeframes (documented at back of this deck)
• Objectives and tasks will be tracked, repositioned, and expanded to as the process moves forward.
• Team meetings and reporting
• Individual teams will begin meeting immediately and will meet as often as necessary
• Cross-functional team meetings will be held regularly and objectives / action items reported on
• 30-60 day initial analysis and recommendations
• Comprehensive assessment of each functional and operating area for opportunities, risks, and synergies
to be approved by executive leadership
• Proposed integration objectives and project plans w/ time-phased key outputs
• Quantification of financials / metrics for FY11 if possible
Copyright © 2010 IHS Inc. All Rights Reserved.
IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.
4
Integration Assessment & Planning Teams
Business Lead: Prill Trumbull
IHS Integration Lead: Michael DeJesus
Project Manager: Chelsea Havill
Functional Team
IHS Team Members
Project Royal Team Members
Industry Research
Prill Trumbull*, Frantz Price
Andrew Brown, Ralf Gubler, Russell Heinen, Steve
Landau*, Carolyn Read
Stuart Wood, Seth Drewry
Andrew Brown, George Lobsenz, Alex Scott, Rob
Westervelt*
Publishing & Editorial
Product Management / Daria Greely, Michael DeJesus,
Marketing
Beth Mills, Edouard Tavernier*
Carol Bennett, Marcos Nogueiera Cesar*, Russell Heinen,
Linda Henderson, Steve Landau, John Pearson, John
Rockwell, Lyn Tattum
Events
Ross Kiener*, Peter Augustini, Lou
Carranza
Sabrina Ousmaal, John Rockwell*, Lyn Tattum
Sales
Bert Turner*, Blake Bartlett*, Mike
Banville, Mike Wynne
Chris Beeston, Marcos Nogueiera Cesar, Linda
Henderson*, Sabrina Ousmaal
Consulting
Philippe Frangules
Carol Bennett, Russell Heinen*
Global IT
Jeff Carlisle*, Andrzej Dostatni
Steve Landau, Rob Paciorek, Vicki Prugh, John Rockwell*
Finance
Theresa Mack
John Pearson*
HR
Shaunda VanWert*, Michael Stuart,
Steward Warburn
Sandi Lucas*, Mary Pinto
Facilities
Tim Markham, Jenean Fields
Sandi Lucas*, John Pearson, Mary Pinto
* Indicates Team Lead
Copyright © 2010 IHS Inc. All Rights Reserved.
IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.
5
Integration Milestones & Timeline
Transaction Announcement
Integration
Assessment
& Planning
• Public Knowledge
• Broad Access
Integration
Team
Read-Outs
Execution Monitoring & Tracking
Integration Plan
Evaluation &
Finalization
• Inquiry & Fact finding
•Joint IHS / Project Royal
Teams
Phase I
Execution
•Synergy Assessments
•Detailed Plan Build
• Items
identified for
near term
synergy
capture
• Project Royal is still
independent and
conducts day to day
business as usual
• IHS and Project Royal
jointly discuss possible
synergy options, but no
decisions are made or
acted upon until Read
Outs are approved
around 60 day mark.
IHS Q4 2010
Copyright © 2010 IHS Inc. All Rights Reserved.
IHS Q1 11
Phase II
Execution
• Items
identified for
medium term
synergy
capture
IHS Q2 11
IHS Q3 11
IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.
Phase III
Execution
• Items
identified for
longer term
synergy
capture
IHS Q4 11
6
Global IT Integration Key Objectives
• Basic Colleague Enablement
• IT Colleague Hiring and Mapping
• Key Transitional Support Services
• Product Transition/Migration
• Secure Intellectual Property
• Core Infrastructure Migration
Key Open Questions
• Approval for new hires
• Accounting guidelines
for required purchases
• Office Migration
Copyright © 2010 IHS Inc. All Rights Reserved.
IHS Highly Confidential; not for disclosure beyond IHS colleagues with a need to know.
7
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