Mergers, Acquisitions, and SharePoint

The Payoff of Strategy

Eric Riz

by Eric Riz on 12/11/2014

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acquisition, business strategy, Forrester, merger, Metalogix, Permira Funds, SharePoint, SharePointFest Chicago

In the business world, it goes without saying that over time through natural organizational forces, including growth, change and attrition, companies will either pivot or persevere on their original path. Depending on the market, that can lead to a merger with a complimentary organization, or an outright acquisition by a larger company.

The SharePoint world is no different, and has seen more than the average share of acquisitions of late. Over the last 16 months, I count roughly the same number of companies, most notably Axceler and AvePoint, who have made substantial moves by either joining forces with another firm or taking on substantial capital to proceed on their strategic path.

At the end of October, Metalogix announced that it had been acquired by Permira Funds, an international private equity firm. This move shines additional light on the collaboration services market, one that, according to Forrester, will grow rapidly to reach $67 billion by 2018. This growth is incredibly positive for our industry but moreover, drives home the growth and collaboration perspectives that are instilled in us overall.

In a strategic talk I gave yesterday to an audience at SharePointFest Chicago, I spoke about the importance of creating a sustainable technology journey for an organization. Whether looking at this from a services perspective or internal to your own organization, creating a strong foundation comprised of an IT strategy and roadmap created through connected conversations is critical. As you move forward on your path to success, this strategy and roadmap must constantly be reviewed and challenged to ensure you are effectively keeping up with market demands and changes. In the mergers and acquisition space, companies look for these important elements when assessing their interest in a company; so never under-estimate the criticality of your strategy. Who knows—your firm might be the next one in the headlines.

Topic: Business Strategy

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