Our library of free plays is designed to help teams revamp their deal lifecycle workflows.
This play is designed to achieve alignment between the corporate development team and the business leaders.
Use this play to properly assess your potential integration cost. Execute this play towards the end of due diligence after you have gathered enough information about the target company.
This play is designed to assess your company if anything needs to be divested.
This play is designed to fully prepare your company to announce the deal to employees.
This play is designed to get the executives and leaders focused on making cornerstone decisions in a timely manner to avoid delays in integration.
In this play, you will have everything you need to prepare for a technical or IT due diligence.
Use this play to measure the level of engagement and support of your key stakeholders.
In this play, learn how to build an internal communication plan to engage all key stakeholders throughout the divestment.
In this play, learn how to create a stakeholder change and impact analysis in order to maintain strong communication with everyone impacted by the deal.
In this play, learn how the Separation Management Office should manage program delivery tracking.
In this play, learn how to workstream a road map and plan, including effort, resource, and risks estimates.
In this play, learn how to plan a program management process to help you manage several related projects at a time.
In this play, learn how to plan for a handover and TSA exit.
In this play, learn how to create a Day 1 operating model to get an idea of what the business should look like post close.
In this play, learn how to determine a current state operating model, including which assets are for sale and which ones will stay with the parent company.
In this play, learn how to plan and prepare for a smooth divestiture signing and closing.
Use this play to learn how to negotiate and finalize a divesture's TSA before signing and closing.
In this play, learn how to negotiate the share/asset purchase agreement and all its ancillary documents.
In this play, learn how to create a divestiture's TSA documentation and costing.
In this play, learn how to communicate to buyers a compelling set of data points, aligned with a credible business story, in order to generate trust and excitement.
This play is designed to teach you how to properly manage the different bidders for a transaction.
This play is designed to help teams build a go-to-market plan and gather / organize necessary materials.
Use this play to help organize and manage your VDR. A well-structured VDR can help reduce costs, save time, and facilitate better execution with more timely and accurate advice.
This play helps define what the buyers' sourcing and management process will look like, who needs to be involved, and the respective tasks.
Use this play to help define upfront the external resources needed to conclude the sale and separation of the target business.
In this play, learn how to approach the sale of the target, the sale process, and how to structure the deal that best delivers on the objectives.
This play is designed to help teams facilitate the creation of an M&A Center of Excellence.
In this play, Red Team Exercise, learn how to properly assess the deal thesis and combat cognitive decision biases.
This play has been designed to help determine what the governance structure and process should look like for a particular divestiture.
This play is focused on developing guiding principles - a set of beliefs, precepts, values and maxims; short, sharp strategic statements that indicate the course of the divestiture and its intended goals.
This play is focused on the overall divestiture approach, a roadmap and the impacts that need to be identified upfront.
This play is focused on the divestiture rationale and the objectives it is intended to achieve.
An organizational readiness assessment is a formal analysis and measurement of the seller’s ability to undertake such a major initiative.
This play has been designed with the part-time integration lead in mind and is particularly applicable to integration environments targeting high-speed, high-volume integration exercises with varying levels of commercial diligence.
Get the guidance, recommendations, and leadership to driving successful outcomes from the acquisition.
Understand what is going well and what needs to improve throughout the integration process by using an integration pulse survey.
Create an Office Document Repository to capture intrinsic knowledge, eliminate work silos, and to have a reference point for future integrations.
Build a DACI to help all members of an integration workstream have knowledge transparency.
Use this play to determine which roles you want to retain.
Use this play to assess the likelihood that a key employee will leave the business.
Decide what kind of incentives to offer key employees in exchange for remaining onboard.
Build a due diligence backlog to ensure that everyone is working on the highest priority tasks throughout the diligence process.
Learn how to maintain a quality backlog to enable team-wide collaboration on the highest priority tasks.
Utilize quick meetings, called standups, for transferring essential knowledge, resulting in transparency, efficiency, and risk reduction between team members.
Gauge the effectiveness of deal processes and tools to determine a plan for future improvement.
Ensure that everyone involved in the M&A initiative shares a common understanding of the project and of their roles.
Learn how to plan for integration during other stages of a deal’s lifecycle.