Getting ahead of your Due Diligence
Due diligence is a critical phase in any merger & acquisition activity where a thorough investigation of the potential target company is conducted before the deal is concluded. This comprehensive process involves an extensive review of the company’s financial, legal matters, administrative, IT operations, software development processes and other key aspects.
This is a discovery process and set of best practices and
recommendations that provide guidance on key risk mitigation needs along with
opportunities for value creation. It identifies key integration or separation
areas that could impact the value of the deal and evaluates all the disparate
tech components within a company, and everything required to use that tech to
uncover hidden threats.
The goal is to outline anything that could make for less
profitable transactions. By investing in technical due diligence, companies can
make faster, informed and value-based decisions that directly impact value
creation.
It is in this process that the amount of technical debt is
being carried is highlighted. This cost in technical debt needs to be offset
from the value of the company. Technical debt can masquerade as legacy systems
or mis-architected systems.
Company policies – Are there company policies that are
particularly important to your business? Perhaps your unlimited
paternity/maternity leave policy has endeared you to employees across the
company. This is a good place to talk about that, especially if there are international
operations with different statutory regulations.
Executive profiles – A company is only as strong as its
executive leadership. This is a good place to show off who’s occupying the
corner offices. Write a nice bio about each executive that includes what they
do, how long they’ve been at it, and what got them to where they are. It is
also the time to potentially map where these executives would be accommodated
in the new organization.
Here are some tips on how to get ahead of actual due
diligence event in an mergers and acquisitions:
• Start early
and be prepared.
• Identify
potential deal breakers.
• Conduct a
thorough review of the target company’s financials
• Review the
target company’s contracts and agreements.
• Review the
target company’s intellectual property rights.
• Review the
target company’s compliance with laws and regulations.
• Review all
software licenses and adherence to open-source software licensing.
• Understand
cultural fit and operational readiness.
A poorly executed due diligence in mergers and acquisitions
can lead to unwelcome surprises post-transaction, such as previously
undisclosed litigations and liabilities or compliance fraud or labor law
violations.
Failed mergers and acquisitions examples would be:
1)
AOL and Time Warner (2001) US$65
Billion
2)
Daimler-Benz and Chrysler (1998)
US$36 Billion
3)
eBay and Skype (2005) US$2.6 Billion
Due diligence in mergers and acquisitions is essentially an
effective way for buyers to protect themselves from risky business deals. As
the process requires a great amount of communication between the two parties,
the businesses are also able to form a working relationship.
l4iazxz5
ReplyDeletecialis 20 mg satın al
sightcare
viagra
kamagra 100 mg
cialis 5 mg al
glucotrust official website
cialis 100 mg