Mergers & acquisitions
Integration is a portfolio problem: two sets of initiatives, overlapping teams and integration targets with dates. With aangine, both portfolios come into one plan as they are, so the integration office can decide what to merge, stop or sequence before any tool migration.
The challenge
On day one after a merger, leadership inherits two portfolios: two lists of critical initiatives, two sets of teams already at full stretch, two planning processes and often two PMOs with their own tools. The first integration question is rarely what to build. It is what to stop, merge or sequence so the combined company can deliver at all.
The common reflex is to standardize the tools first: pick one PPM, migrate the other side, retrain everyone and plan once the data is clean. Meanwhile, the integration targets keep their dates. Every target is a capacity question in disguise. Consolidating two platforms takes specific teams, skills and months, from people who are also running the business and finishing what each company committed to before the deal.
Integration plans built in finance models without a capacity view are optimistic by design. In the steering committee, every sponsor is sure their initiative is essential, and one side plans in quarters while the other plans in sprints. Without a shared plan, each decision turns into a debate about whose numbers are right.
“…from wishes & guesses to discussions based on facts and real possibilities.”
How aangine helps
Sitting above both companies’ tools, aangine connects to both sides as they are: Planview on one side and Jira plus Excel on the other is fine. Plan the combined portfolio now and push approved plans back to each side’s delivery tools. No rip & replace, even when two companies become one.
Import both portfolios into one plan, whatever their tools, spreadsheets or maturity. Combined demand appears against combined capacity by team, role and skill, including the operations work that keeps both businesses running. Start with the data you have; project type and total effort are enough for a credible first plan.
Integration initiatives, the people and skills they need, the budget lines and the dates sit in one plan. If a target does not fit, you see why, which team or budget ran out, and what it would take to make it fit. Better to know early in the integration than late in it.
Put the options side by side: what each keeps, stops and delays, and what it does to capacity, budget and value timing. Mandatory items, such as regulatory work and anything critical from day one, are locked so no scenario moves them. The people in the room decide.
A neutral decision layer applies the same rules to both companies’ data. The conversation moves from “your numbers are wrong” to “which scenario do we choose?”, while the AI Portfolio Analyst highlights connections, risks and anomalies across the combined portfolio for leaders to review.
In practice
A practical first step for any integration office, and one that needs neither perfect data nor a common toolset.
Bring every initiative from both companies into one plan, whatever tool it comes from, and map both workforces by role and skill, including how much of each team is free after the day job.
Mark each initiative keep, merge, stop or sequence later. Lock the mandatory items, such as regulatory and day-one critical work, so no scenario can move them.
Test which combination fits combined capacity and meets the integration targets on time. Each scenario shows its cost, capacity, value and timing, and which team or budget runs short.
Integration leaders choose in the steering committee, set the baseline and push the approved plan to each side’s delivery tools. The algorithms calculate; your leaders make the calls.
How aangine works
aangine is the decision layer above the tools you already use. No rip & replace: it imports your plans, replans them in one click and pushes the approved plan back.
The result: faster, clearer decisions when it matters most.
What our customers report in their case studies. Read the customer results
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