Stabilizing the Merger of Statewide Non-Profits
A statewide non-profit came to PCS with IT problems related to growth and the merger with other like-minded organizations. The merging organizations had a similar goal: helping to stabilize people’s lives, getting them on their feet and then entering society as a “whole” person.
But in those combined efforts, the IT collided in a mini-crash. How do you meld all the IT components into a unified IT system with a fully integrated network and internal IT support speaking the same language? In short, the mergers were more than growing pains. They had about 17 different units that need integration, and the organization grew from several hundred people to a staff of more than 1,400. And the inability to smoothly integrate all these components threatened a logistics nightmare.
On the surface, most of the units had an IT person available. But the scale of the integration was beyond their skill set. “An IT person who manages a basic network might be fine for everyday problems that arise, but this merger, both complicated and costly, required a team from PCS and a consulting engineer to pull it off,” said one PCS staffer who worked on the project. “It was the proverbial pieces of the puzzle that you had to put together, ensure they stayed together, and you had to do it with the clock running.”
The usual expected time for the integration of all the networks should have been several months. PCS completed it in a month. It continues as an outside consultant to the non-profit when network-wide issues arise that need that “next level” of expertise. “We always help our clients but resolving issues, in this case, was even more satisfying because of the good these non-profits do on behalf of their clients,” said a PCS executive.