Based in Lyon, we run workshops in person across the AURA region and online. We can also travel to Paris.
IT system audit for a business takeover: securing the ERP and the first 100 days
In person in Lyon/AURA or online (2 hours)
This 2-hour workshop gives you a clear framework to assess how solid the information system is, understand what is at stake with the ERP, build a realistic budget and factor it all into the business plan. The goal: avoid the structural mistakes that complicate (or even paralyze) the first months after the takeover.
This workshop is presented by a consultant from Hors du Commun.
🕰️ 2 hours
🏫 In person or online
🧑🏼🎓 6 participants minimum
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You will receive the registration link by email 🫡
It is rarely the company being acquired that makes a takeover fail. More often, it is its Excel files and its poor tools.
When a buyer acquires a company, they are not just buying revenue and a balance sheet.
They are also buying a real operating system: Excel files, piled-up software, work habits, and sometimes invisible workarounds.
Behind reassuring metrics, you often find:
- a CRM that does not exist or is barely used,
- customer databases scattered across several files,
- a standalone invoicing tool,
- inventory managed “by hand”,
- no consolidated view of the business.
This is where many takeovers go off track.
IT costs are underestimated, implementation timelines are not anticipated, and teams get too little support. Within a few months, the new owner is running a company they do not really control.
The result: internal tension, invoicing errors, cash flow problems, shaky reporting to the bank, when all of this could have been built into the business plan from the start.
The “ERP and digital tools” topic is rarely central in a takeover file, even though it directly affects your ability to run the business and the reliability of the figures presented to banks.
Agenda:
1. Strategic introduction: Context and stakes of an information system (IS) audit in a business takeover.
2. The information system: The role of the IS in a large group and the risks to its continuity.
3. The major IS risks: Identifying the three main risks facing the information system.
4. The five core building blocks of an IS audit: Method and pillars of a successful IS audit in a takeover.
🔗 Go further: A takeover audit should not stop at the technical side. It must confirm that the tool fits the new owner's ambitions. Explore our full method to understand how an Odoo audit works and what it can bring to your takeover file.
5. Budgeting the IS: How to build IS costs into a business plan effectively.
6. Rebuilding the ERP: necessity or danger? Warning signs, costs and strategic alternatives for the ERP.
7. The first 100 days: Priority actions and pitfalls to avoid right after the takeover.
Who is it for?
This workshop is designed for business owners, buyers, SME CEOs and administrative managers facing a merger or a sale who want to:
- reorganize how they work from the ground up,
- avoid losing information during the transition,
- give their teams clarity and visibility again.
Objective?
By the end of this workshop, you will know how to use digital tools and automation to refocus on your expertise, cut time-consuming tasks and grow your business effectively.
Presented by: Billy Felicie, strategist and project coordinator at Hors du Commun
Taking over a company is not just about negotiating a price. Behind every takeover lies an underestimated question: how will the business be run day to day, with which tools, and at what real cost?
This is exactly where an ERP (Enterprise Resource Planning) comes in. An ERP centralizes sales management, invoicing, purchasing, inventory and production. When it is well chosen, it becomes the backbone of the takeover.
🔗 The lever for the transition: During the first 100 days, automating invoice processing and admin work frees up time to focus on customers. Find out how an AI expert who lightens your administrative workload can clean up your post-takeover management.
The workshop also covers the role of artificial intelligence in an ERP. The core idea is simple: automate what is repetitive to free up human time for what has value (customer relationships, management, strategy).
At the end of these 2 hours, the buyer leaves with realistic benchmarks for budget (licenses, setup, training, maintenance) and timelines.