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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M&A strategy when the obvious targets are gone
How companies can build a stronger acquisition radar by connecting portfolio logic, target intelligence and strategic fit before competition intensifies.
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Technology diligence tests whether digital capability supports the deal thesis
Architecture, systems, data, cyber exposure and technical debt can materially affect scalability, integration cost and future investment needs.
A deal thesis should explain why ownership creates more value than any alternative
The logic must connect strategic need, target characteristics, economics and the specific advantage of acquiring rather than building or partnering.
Strategic challenges
Which synergies are real enough to survive integration pressure?
The challenge is distinguishing achievable value from assumptions that depend on perfect execution, double counting or weak causal logic.
What really supports the target's current economics?
The challenge is separating durable business-model strength from temporary growth, favorable conditions or fragile assumptions.
POV
A long target list usually means the acquisition thesis is still too loose
Good screening should eliminate most companies quickly; selectivity is a sign that strategy is doing its job.
Keeping an asset is an active capital-allocation decision
If leadership would not buy the business today, it should have a very clear reason for continuing to own it.
Strategic impact
Readiness analysis exposes constraints before the transaction becomes difficult to reverse
Testing capital, governance and integration capacity helps leadership judge whether the organization can absorb the target.
Failure analysis makes critical deal assumptions easier to challenge
Testing downside pathways helps leadership identify where the transaction is most exposed to execution, market or integration risk.
What we observe
Commercial diligence often validates forecasts without challenging the mechanisms behind them
A model can appear reasonable while customer retention, pricing power or market-share assumptions remain weakly evidenced.
Technology diligence often inventories systems without testing strategic consequence
A long application list adds little unless technical weaknesses are linked to growth, integration, cost or operational risk.