IT@Intel Blog

3 Posts tagged with the acquisitions tag
Click to view Matthew Rosenquist's profile
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I was recently asked to pull together a quick list of key information security learning's for Mergers & Acquisitions (M&A). This year I assumed responsibility for information security of Intel's M&A programs. M&A work is typically frantic, unpredictable, and ambiguous, involving the brightest engineering and integration management talent. It demands great flexibility and willingness to rapidly adapt creatively to emerging problems. This work is basically a recipe dreaded by us entrenched security types, who like the controllability of consistent, predicable, and structured activities. It can press the boundaries of good security practices and test the mettle of the strongest security organizations.


Top 5 Key Learning's for M&A Information Security

    1. Security does not happen by default. As the complexities of divestitures emerge, smart people aggressively move to solve problems and security is likely not a consideration. Information Security must be involved both at the early planning stages and stay engaged until the last tactical maneuver is completed
    2. Profiling the data is key. Knowing what data is involved, it's sensitivity, who has logical/physical access, and where it is physically located is necessary. It will be needed to insure regulatory, legal, and IP confidentiality protection
    3. Technical and Behavioral considerations must be incorporated to prevail. Neither must be ignored, and in most cases the combination must be applied to every issue where information security is at risk. A security savvy M&A team is the first step to highly effective results
    4. Logical and physical security aspects cannot be separated. Information security professionals can easily overlook the physical security factors which can jeopardize the confidentiality, integrity, and availability of the business just as logical based threats
    5. Great attention must be paid to data retention, transfer, and destruction. ‘Deal data' can be a vague and changingconcept which may be interpreted differently over time, especially in larger deals. Understanding the scope, expectations, and commitments is a necessity

After reviewing the list, I had an interesting observation. It occurred to me there was a glaring omission. The unwavering support of information security by management is absolutely crucial. To be honest, I left it out as I am spoiled. The Intel culture and chain of management is very supportive of information security. So for those of you less fortunate, add it to the list.

Feeling a little M&A&D...or, blogging on IT aspects of Intel's mergers, acquisitions and divestitures programs

0 Comments Permalink Tags: security, mergers, acquisitions, m&a, information_security, optimal_security, model, risk, matthew_rosenquist, rosenquist
Click to view cdclemon's profile
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Yesterday, Intel released this announcement on the Digital Health "Intel Health Guide" product and it's clearance by the FDA. This looks to be a very exciting device that will go a long way in applying technology to provide a more personal, human healthcare experience while maintaining care quality.

Working in IT, I have not always had good visibility into the business of Intel. In IT, we talk about "customers" which refers to Intel employees using IT services, not Intel customers who buy and use Intel's products.

However, as a program/project manager in the IT Mergers and Acquisitions team, I am gaining unique insights into how Intel builds products by engaging with customers and understanding needs, not just short term but potentially very long term.

For example, Intel recently acquired a company called WebVMC. While working with the Digital Health and WebVMC folks on the IT integration of that acquisition, I've gained new insights into the direction Intel is going with its businesses around Digital Health.

I'm looking forward to future projects that will help me as an IT solutions provider truly understand the business aspects involved so that the solutions I build and deploy help meet those business objectives. Because at the end of the day, it's not about cool IT technology (as much as we might like it to be), it's about our customers and making a difference in their lives...and how especially true in the field of healthcare.

Great work, Digital Health team!

1 Comments Permalink Tags: acquisitions, health, healthcare, remote_nurse, it
Click to view cdclemon's profile
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Greetings!

The great behemoth that is Intel is in fact made up of many, many tiny cogs...and I am one such cog. :)

Working as a program/project manager within Intel's Information Technology group, my efforts are focused on addressing the IT aspects of Intel's acquisitions and divestitures activities (aka mergers and acquisitions...aka M&A...although it seems lately that we've been doing a fair amount of the ‘divestiture' projects...but I don't think you'll see the term M&A&D being used anytime soon! It's just not very sexy.)

I'll probably take a trip down memory lane in a later post, as this is in fact my second foray into the world of IT M&A.

In short, my role involves working with the various business units within Intel when they decide to acquire a company or divest a piece of their business, and ensure that all IT aspects of the transaction are addressed successfully. The PM role is responsible for everything from network connectivity for desktop and laptop systems to servers and storage to telephony and Blackberries. We work closely with our "partners" within Intel (we used to call them "customers," but I prefer the term "partners"...later post topic?) to ensure that people, assets and intellectual property are 1) brought in smoothly to the Intel fold in the case of an acquisition, and 2) handed off/out smoothly in the case of a divestiture.

Wow, so much more I could add on this topic alone, but I'm a brand new blogger, so I must pace myself! :)

Thanks!

Chad Clemons

3 Comments Permalink Tags: it, it@intel, m&a, mergers, acquisitions, divestitures