At the end of October 2021, Compleo Charging Solutions AG concluded an agreement with the energy group E.ON on the acquisition of innogy eMobility Solutions GmbH. This includes the takeover of the entire workforce and all customer relationships of ieMS as well as the subsidiary of ieMS in the United Kingdom. The consolidation as a wholly-owned subsidiary has been ongoing since 01.01.2022. Compleo is thus implementing the integration of ieMS and its software services for electromobility into the Compleo Group. Consultants from noventum consulting GmbH in Münster are supporting the process by managing and coordinating the IT & HR post-merger integration and developing a target operating model.

Pandemic and lockdown have presented many PMI projects with unexpected challenges. Communication structures had to be reorganized, the cooperation with some suppliers was put to the test and last but not least the collective exodus into the home offices turned out to be a paradigm shift for the project organization. The PMI consultants of noventum consulting have accompanied such a project in the early Corona period and have gained some surprising insights.


When two companies merge, two technical worlds usually become one. Higher efficiency, scaling effects and the basic idea of "one company - one system" are the guiding principles of any integration. Since a large-scale IT integration cannot wait for every side event, smaller special applications are often dragged along and end up in isolation. This pragmatism helps at first, but subsequently causes problems and leads to a dead end.

The change from one IT provider to another is always a demanding project. The more complex an IT landscape is, the higher the requirements posed to project management and communication between the companies involved are. In mid-2015, a new contract was signed with a new service provider the hosting of the IT of ista International. The change was to be completed by the end of May 2016. noventum consulting assumed responsibility for the superordinate management of the transition project. In the end, the committed and professional cooperation of all parties involved allowed for a successful transition already 4 weeks ahead of the planned schedule. Very satisfied with the perfect timing and with the financial impacts associated therewith, the new provider and ista now have tackled the first steps for the pending transformation.

The "FinSAP16" project team was able to proclaim the successful merger of two different SAP systems in early 2016, on-time, and flawlessly. Fiducia & GAD IT AG, the service provider for information technology within the cooperative finance group FinanzGruppe, is going to be working with an ERP system that – as "Best of Breed" – had already before the merger successfully replaced the SAP systems of Fiducia and GAD.

The integration phase subsequent to mergers is a huge challenge. Often, its success decides about the failure or success of a merger. For many years already, noventum consulting has been supporting the manifold planning and operational aspects of this critical project phase in the IT, financial, insurance, energy, and other sectors. Carsten Fröning, Director, consultant at noventum since 1997, and responsible for the topic „Post merger integration“, provides information about this important milestone in the PMI lifecycle of a company.

The integration phase subsequent to mergers or outsourcing deals is a huge challenge. Its success often decides about the failure or success of a merger. For many years already, noventum consulting has been supporting the manifold planning and operational aspects of this critical project phase from the IT perspective.

Licences are a topic for any company that utilises non-in-house software for the support of its business. At medium-sized and large companies, the overview over the software used and the licences bought is lost quickly. The task of a licence management is to maintain an overview, be able to state the licence situation at any time, and to support an audit or the purchase of new licences.

Everybody is talking about outsourcing, scenarios for sourcing models are state-of-the-art. 

If the internal IT service provider decides to outsource parts or whole areas of its provision of services to one or more external providers, i.e., to initiate an outsourcing project, then a lot of framework conditions are changing for it.