Our library of free plays is designed to help teams revamp their deal lifecycle workflows.
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 the 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.