“Pet Projects”
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Have any of you ever encountered a “pet project” championed by a portfolio company executive that has thrown a monkey wrench into your integration plan?
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While I haven’t encountered this from a portfolio company executive specifically, I’ve definitely seen it play out in post-merger IT integration, especially when the acquisition involves a divested business unit. In these cases, the M&A activity often comes with a larger, more flexible budget than a typical annual IT cycle. That creates a window of opportunity for long-desired or previously underfunded initiatives to resurface. I’ve seen projects that had stalled for years suddenly move forward under the banner of integration or transformation.
A common example is application rationalization. The integration effort becomes a catalyst to reduce redundant systems, modernize legacy apps, or move platforms to SaaS or cloud. While many of these initiatives are aligned with long-term goals, they can introduce complexity, extend timelines, or shift the integration focus, especially if they’re driven by local stakeholders looking to capitalize on the moment.
The key is keeping a tight grip on scope governance. It’s important to distinguish between integration-critical activities and opportunistic “add-ons” that could derail priorities or drain shared resources. Some pet projects are absolutely worth doing, but they should be evaluated within the broader integration framework, not just slipped in under the radar.
I’ve definitely seen pet projects shift the scope in IT integrations. In an integration, the influx of resources and urgency to integrate can bring back sidelined projects.
For example, I’ve seen expanded access to applications gain momentum during the integration phase. While these projects can align with long-term goals, they often add complexity and extend timelines.As you mentioned, the key is maintaining strict scope governance. It’s crucial to differentiate between essential integration activities and add-ons. While some pet projects may be valuable, they need to be evaluated within the broader integration framework to ensure they don’t derail priorities or drain resources.
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