Often we are asked what is the best way to manage a due diligence process when acquiring a business. This period of time very critical for the transaction and has the potential to be disruption for both buyer and seller. Below I have outlined some key points to help effectively managing a due diligence process.
If you’re relatively new to acquisitions, you either have yet to discover the challenges you will face while managing your integration, or you’ve already discovered that integration can be downright difficult.
When preparing for an integration, one of the first questions you may ask yourself is, “who”?
- Who inside your company has plenty of downtime in their current role, or can take a hiatus from their job for 2 to 4 months or perhaps even longer to manage your integration project?
- Who do you trust to integrate the current acquisition, and to establish your integration playbook for the future, assuming you don’t want to reinvent the wheel every time you acquire and integrate a company?
- Who has managed complex projects, and is familiar with project management best practices?
- Who is senior enough to require performance of the integration team, while maintaining frequent and fluid communication with upper management?
- Who can manage the project objectively, without focusing too much on their own functional background?