Avoid common pitfalls for organizations looking to acquire equity or assets to expand market share, customer base, or access to products, services, and R&D, including:
Buy-Side
Sell-Side
Carve-Outs
Post-Deal
Buy-Side
Sell-Side
Carve-Outs
Post-Deal
Buy-Side
Conduct operational due diligence from IT to operations and the back office
Develop master plans for a seamless Day One and post-close execution
Create an operating model and organization design to enhance value creation
Develop business cases to achieve target synergies
Develop program governance, communications, budget tracking, and playbooks
Successfully integrate an acquired business or implement a joint venture while navigating potential issues by focusing on these key activities:
Poor due diligence
Inadequate integration planning and execution
Underestimated level of involvement by management
Attract potential buyers and identify key operational risks that could impact your selling price by thoroughly assessing the separation of noncore assets and potential effects of portfolio consolidation.
Whether you’re planning an internal separation of a business or product line—or the divestment of a business unit—manage the transition with a focus on these key actions:
Perform operational diligence across sales, supply chain, back office, and organizational leadership
Enhance the capabilities of financial and management reporting
Prioritize actions and potential investments to remediate shortfalls
Prepare key separation agreements such as asset purchase agreements and transition services agreements
Separate assets, people, and systems to create a standalone operation and identification of stranded cost risks
Sell-Side
Acquiring a company’s assets that aren’t core to the parent business—and likely underinvested—presents unique challenges to stabilize the business and provide the fuel to achieve its potential.
Fully understand the scope of a target business, the context of its financial information, and the associated entanglements with a thorough assessment of these key activities:
Conduct operational diligence across sales, supply chain, back office, and technology
Complete the asset purchase agreement and negotiate a transition service agreement
Set strategy to separate the business effectively on Day One
Enhance the operating model, complete the standup, and execute the transformation strategy
Provide program management across both firms for a seamless transition
Carve-Outs
Create and secure value from a recently completed transaction by improving operational performance and assessing alternative go-to-market strategies. Key action items include:
Assess operational processes, use of technology and automation, and effectiveness of the organization to carry out the company’s strategy
Evaluate the effectiveness of the operating model to deliver an enhanced customer experience while maintaining cost competitive margins
Assess opportunities to expand go-to-market capabilities through strategic partnerships, alliances, and joint ventures
Determine a company’s readiness for IPO, reviewing aspects of what’s required to be a public company
Post-Deal
