Due diligence for assets that are changing underneath the deal
Why commercial, operational and technology diligence must increasingly test future scenarios rather than validate historical performance.
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M&A strategy
Shape M&A strategy from portfolio rationale and target priorities through diligence, value creation and integration.
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Articles
Integration is where the deal thesis gets tested
How post-merger operating choices, synergy discipline and organizational readiness determine whether expected transaction value reaches performance.
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Acquisition readiness tests whether the buyer can absorb what it wants to acquire
Strategic fit matters only if capital, leadership capacity, operating model and integration capability can support the transaction.
Business-model assessment tests whether target economics are structurally credible
The issue is how demand, pricing, customers, competition and cost drivers combine to sustain the target's performance.
Strategic challenges
Which targets genuinely fit the acquisition thesis?
The challenge is narrowing a broad universe using criteria tied to strategy, economics, capability and transaction feasibility.
What must integrate first for the deal thesis to remain credible?
The challenge is sequencing change around value drivers and critical dependencies instead of trying to combine everything at once.
POV
A forecast is not commercially credible because the spreadsheet balances
The revenue case should be supported by observable customer and market behavior, not by internal consistency alone.
Buying a capability is not always the smartest way to access it
Ownership should be justified by strategic necessity, not by the assumption that control automatically creates more value.
Strategic impact
A disciplined acquisition radar makes target identification more selective
Clear filters help leadership focus on businesses that fit strategic needs before time is spent on detailed evaluation.
A clear synergy model links deal value with measurable operating actions
Explicit baselines, owners and dependencies make it easier to track whether integration is producing the economics assumed at signing.
What we observe
Synergy plans often count value before anyone owns the actions required to create it
Headline targets can survive diligence while operational accountability, timing and implementation cost remain poorly defined.
Cross-border deals often price the asset before pricing jurisdictional complexity
Foreign ownership rules, integration limits and political exposure can alter value even when the target itself remains attractive.