Silo mentality occurs when individuals/teams/departments do not coordinate their activities with other parts of an organization. With this mindset, it can be hard for individuals/teams/departments to understand common objectives/the bigger picture and therefore, how they contribute to the overall success of the organization. In an M&A context this inevitably leads to wasted time, unnecessary costs … Read more
Note: There is a link to the live Synergy Planner at the end of this page. M&A due diligence has traditionally focused on skimming through countless legal agreements, financial documents, board meeting minutes, and other materials to spot red flags that might reduce the value of the acquired company. This due diligence is often performed by … Read more
Traditional due diligence – which relies heavily on static questionnaires, with an expanse of disconnected documents hosted in a separate virtual data room (VDR) – presents an abundance of inefficiencies. For starters, the acquiring entity runs the risk of having to spend significant resources organizing the data before engaging in analysis that would yield the … Read more
Traditional M&A reporting – on your pipeline, on the progress of acquisitions, or on the status of integrations – is typically tedious and time-consuming. The deliverables are static, short-lived, crowded with irrelevant information and are often missing the right pipeline metrics or progress information. Preparing for weekly meetings or presentations to leadership turns into lengthy … Read more
The M&A due diligence process has (thankfully) moved well beyond physical data rooms and floor to ceiling stacks of folders. The new normal for an increasing number of companies is the use of software, digital playbooks and automated analytics across reports and dashboards. Such advances have increased the speed, efficiency and security of the M&A due … Read more
The M&A software market is relatively new to the B2B technology landscape. Consequently, it can be difficult to have a firm grasp on the questions you should be asking — as well as the criteria you should be leveraging — to effectively narrow down the best M&A software solution. The adoption and success of a new software … Read more
Since the year 2000, 52% of the Fortune 500 companies have disappeared from the rankings – largely as a result of digital disruption. Now – more than ever – it is essential to remain current. For many companies, it’s come down to a case of survival of the fittest. At the outset, it’s worth mentioning that continuous … Read more
Not too long ago, corporate development departments were focused almost exclusively on acquisitions. Now, these teams run a whole spectrum of deal types including corporate venturing, divestments, joint ventures, alliances and partnerships. Additionally, companies have started to systematize key processes beyond the core deal sourcing, M&A due diligence and central integration management. Now, key value capture and … Read more
Reporting across multiple projects for routine (or ad hoc) status reports is typically characterized as a draining manual process – where a vast PowerPoint of jumbled dashboards that has a shelf life of about 5 minutes is created. This archaic process is often repeated week after week, resulting in inconsistent presentation of information and overworked team … Read more
Intro: Tracking pipeline metrics goes a long way to providing a constant health check of M&A and corporate development initiatives. Doing so can provide valuable insight into the number of potential acquisition targets being evaluated & in what stage, why targets are being rejected, where things are being held up and how a company is … Read more