BMAS

M&A Divestiture Strategy: IT Due Diligence in NDA Mode

Avoid pitfalls by masking information requests.
By William Blandford, Managing Director at Blandford Associates and Member of the Board of M&A Standards

In estimating and planning for a divestiture, it is necessary to gather key data about the business to be carved out, to understand the scope and complexity of the carve-out, develop a sound Transition Services Agreement (TSA), and provide an estimate of the cost of the carve-out.

Top M&A Tips: Overcoming Resource Issues

“Don’t quit your day job.”

This is a common refrain in the M&A world, where people often find that they are responsible for working on a deal in addition to their regular job responsibilities. Indeed, staffing consistently represents a significant challenge for acquisitive organizations. In-house employees often lack experience in M&A, while it can also be difficult to find the right professionals to step in temporarily, for the duration of a deal. This month our Board members offered their advice on overcoming this problem.

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M&A Integration Strategy: SaaS Executives Share Five Lessons for Acquiring “New and Different”

Survey results shed light on best practices.
By John Christman, Corporate Development Global Head of M&A Integration, Cognizant Technology Solutions

Digital transformation is increasingly driving the acquisition of new, different and non-traditional businesses that require a substantially different approach to integration. And even though these acquisitions have become a strategy of choice for organizations in all sectors, our knowledge of best practices for “acquiring different” is extremely limited. Indeed, what we know consists mostly of “lessons learned,” and these tend to focus on the front end of deals, in targeting, valuation and due diligence—not on integration.

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Carving out a Business from an IT Perspective

A well-written TSA eases IT transitions.
By William Blandford, Managing Director at Blandford Associates and Member of the Board of M&A Standards

While many people have participated in the acquisition of a business, fewer have participated in a carve-out, a type of divestiture where a part of a business is sold. However, as businesses move toward a portfolio-management model, where they are both acquiring new businesses and shedding loss leaders, effectively managing divestitures will become an increasingly important skill.

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