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 data thus ensuring required controls in place when interacting with such systems.<|endoftext|>5 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting 

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 7. Data integration: Effective integration of data across systems such as clinical trial databases, product development pipelines, and sales and marketing platforms into a single, unified environment is critical for the new entity to make effective decisions. Integration of data requires consistent understanding of data and minimization of data redundancies. This helps the new entity gain better and more accurate understanding of its business and operational data, thereby expediting envisioned synergy realization. It also increases operational efficiency by streamlining internal processes, reducing duplication of effort, thereby improving risk profile. Effective data integration is essential for achieving information protection and transparency in a MA&D transaction.<|endoftext|>8. Data governance: Data governance is a crucial element for managing “data at rest” and “data in motion”. Robust data governance establishes policies, processes and controls to manage data throughout the life cycle. An effective data governance framework ensures both “data in motion” and “data at rest” are adequately protected while tracking data health in a near real time manner, thereby fostering trust with regulators, customers, and partners.<|endoftext|>Common pitfalls in a MA&D and ways to overcome them Data design and execution to support an integration / divestiture transaction is often complicated and stressful. However, with the right interventions, organizations can navigate around these complications. A non-effective data strategy can have far-reaching consequences, such as reduced financial and operational transparency, compromised intellectual property protection, decreased fair play among entities involved and weakened consumer protection. We have identified sixcommon pitfalls and their impact.<|endoftext|>Fig 2 – Critical elements of pitfalls in a MA&D transaction 6 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting 

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 1. Data ownership: One of the most common pitfalls in MA&D transactions is limited clarity around ownership of data assets in target state. The issue is particularly pronounced when organizations involved have multiple focus areas with data stored in a single system but without proper segregation and ownership. For example, an organization may have three focus areas such as BioSimilars, BioPharma and Med Devices. Data on these focus areas may be stored in one system but not segregated based on focus areas. MA&D in any one of these areas will impose a significant challenge in terms of data segregation dependency identification. Ambiguities regarding data asset ownership often leads to intellectual property disputes, faulty data integration, and challenges extracting data specific to a new entity. To avoid such confusion, it is essential to establish data ownership early in the transaction and assign data stewards to manage data in rest as well in motion.<|endoftext|>2. Business metrics: Organizations involved in a MA&D transaction may prioritize select GxP and non-GxP metrics based on their distinctive strategic objectives and market priorities. For example, in a MA&D involving a generic and a specialty drug maker, the generic drug maker might emphasize GxP metrics such as manufacturing quality and regulatory submission timelines, as well as non-GxP metrics such as market share and cost efficiency. On the other hand, specialty drug makers might focus on GxP metrics such as clinical trial data quality and patient safety, and non-GxP metrics such as R&D pipeline growth and innovative therapy development. Given these diverse priorities, establishing common performance criteria for the new entity might be a challenge. Moreover, lack of uniformity in underlying logic for measuring the performance may further exacerbate the issue. Organizations must establish uniform metrics and underlying measurement criteria that is reflective of strategic priorities of the target entity.<|endoftext|>3. Data standards: Organizations also face roadblocks when they fail to establish common definitions for data elements. The resulting inconsistency in data standards increases the risk of inaccurate transaction records. Such inaccuracies can impair decision-making during critical stages of the MA&D and might even jeopardize the overall success of the transaction. Creating a unified data dictionary and standardizing data definitions across all entities involved is essential to mitigate such risks.<|endoftext|>4. Data lineage: A common pitfall is related to replication of source data elements across multiple source systems. Replication of data elements in multiple systems increases complexity of managing data and leads to additional synchronization overheads.<|endoftext|>Establishing standardized data lineage practices along with synchronized replication processes through automated tools is key to increasing data congruency.<|endoftext|>7 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting 

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 5. Data governance: Another common challenge encountered during MA&Ds arises from ineffective and inconsistent data governance processes. Inconsistent data governance processes decrease accuracy of inferences and insights which can be derived from datasets. A consistent data governance process ensures data protection and regulatory compliance.<|endoftext|>6. Knowledge management: Heavy reliance on individuals makes knowledge retention vulnerable to personnel changes. To overcome this challenge, organizations must develop a knowledge management capability that is not solely dependent on people but facilitated through a set of processes and tools. A robust knowledge management capability enables effective and efficient use of data during the transaction.<|endoftext|>7. A well-designed data strategy is complemented by an effective execution plan. By proactively identifying potential challenges and implementing mitigating solutions, organizations can effectively navigate through the complexities and maximize value realization from a MA&D transaction. Effective data strategy and execution can safeguard the success of the transaction and ensure that the resulting entity(s) operates efficiently and effectively.<|endoftext|>About the CIO advisory practice at Infosys Consulting Over the next 5 years CIOs will lead their organizations towards fundamentally new ways of doing business. The CIO Advisory practice at Infosys Consulting is helping organizations all over the world transform their operating model to succeed in the new normal – scaling up digitization and cloud transformation programs, optimizing costs, and accelerating value realization. Our solutions focus on the big-ticket value items on the C-suite agenda, providing a deep link between business and IT to help you lead with influence.<|endoftext|>8 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting 

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 MEET THE AUTHORS Inder Neel Dua inder_dua@infosys.com Inder is a Partner with Infosys Consulting and leads the life sciences practice in India. He has enabled large scale programs in the areas of digital transformation, process re-engineering and managed services.<|endoftext|>Anurag Sehgal anurag.sehgal@infosys.com Anurag is an Associate Partner with Infosys Consulting and leads the CIO advisory practice in India. He has enabled large and medium scale clients to deliver sustainable results from multiple IT transformation initiatives.<|endoftext|>Ayan Saha ayan.saha@infosys.com Ayan is a Principal with the CIO advisory practice in Infosys Consulting. He has helped clients on business transformation initiatives focusing on IT M&A including operating model transformation.<|endoftext|>Manu A R manu.ramaswamy@infosys.com Manu is a Senior Consultant with CIO advisory practice in Infosys Consulting.<|endoftext|>He has assisted clients on technology transformation initiatives in the areas of IT M&A and cloud transformation.<|endoftext|>Sambit Choudhury sambit.choudhury@infosys.com Sambit is a Senior Consultant with the CIO advisory practice in Infosys Consulting. His primary focus areas include enterprise transformation with IT M&A as a lever. He has helped clients in areas of IT due diligence, integration, and divestitures.<|endoftext|>1 FTC Requires Abbott Laboratories to Divest Two Types of Point-Of-Care Medical Testing Devices as Condition of Acquiring Alere Inc.<|endoftext|>2 EU clears Abbott acquisition of Alere subject to divestments | Reuters 3 Pfizer formally abandons $160bn Allergan deal after US tax inversion clampdown | Pharmaceuticals industry | The Guardian 4 Why, and when, CIOs deserve a seat at the M&A negotiating table | CIO 4 The New M&A Playbook - Article - Faculty & Research - Harvard Business School (hbs.edu) 5 Don’t Make This Common M&A Mistake (hbr.org) 6 6 ways to improve data management and interim operational reporting during an M&A transaction 9 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting 

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 consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting  Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands  transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive  technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive  advantage. To see our ideas in action, or to join a new type of