When mergers happen, CIOs often brace for chaos: broken logins, system outages, staff frustration. But what if the dream outcome were possible instead? Imagine this:  Domains consolidate without conflict or downtime  Systems integrate so smoothly you don’t notice the seams  Users from both sides of the merger collaborate immediately, on

The biggest failure point in healthcare mergers isn’t data loss or application downtime. It’s silence. When systems can’t talk to each other—when identities aren’t recognized across domains, and communication tools don’t interoperate—frontline care teams are left to improvise. That’s not resilience. That’s risk. In complex, fast-paced clinical environments, seamless communication

In healthcare, every login is a link in the care chain. From triage to discharge, clinical workflows depend on reliable,

In most healthcare mergers, the integration clock starts ticking the moment the deal is signed. But long after

In the wake of a healthcare merger, most IT teams are tasked with doing more—with less. Two organizations become one, but the systems, directories, and support burdens often double. While leadership looks for cost savings, the identity infrastructure quietly drains resources. Fragmented authentication processes, duplicate licensing, and unmanaged user access

Every healthcare merger includes an IT integration plan—at least in theory. But theory rarely survives contact with reality…

In most healthcare mergers, the IT line item is where ambitious plans go to die. Executive teams scan a spreadsheet, see seven figures under “integration,” and ask the wrong question: “Can we afford this?” The better question is, “What will it cost us if we don’t?” The reality is that

Healthcare mergers often stumble not because of flawed strategy or cultural misalignment, but because of IT hesitation. The systems don’t talk. The teams don’t connect. The data doesn’t flow. And all the while, the promise of efficiency and synergy slips further away. Every month that passes without a cohesive IT

In most healthcare mergers, IT is treated like office furniture: necessary, expensive, and ultimately negotiable. It’s assigned a number on a spreadsheet, buried under real estate, labor, and legal fees. But that mindset is more than outdated—it’s dangerous. The failure to treat IT as a strategic investment is one of

Most healthcare mergers promise operational efficiencies. Few deliver. Why? Because while leadership focuses on real…