Integration and Cultural Due Diligence
Identifying the business and human risks you will need to manage post-close to ensure value is created.
Target Operating Model Archetype Assessment
Deciding and communicating what to integrate vs. what to leave separate.
Integration Governance and Planning
Designing governance structure required for long-term asset development and commercialization separate from integration or transition team activities.
Transition Services Agreement (TSA) Negotiation and Execution
Incorporating feedback from key supporting functions will ensure business as usual services are reimbursed while the asset or business is transferred to the buyer.
Day-One Planning/Execution
Carried out in parallel with integration planning, but focusing on activities completed or initiated in the days/week immediately prior to, and following deal close.
Integration Management Office (IMO) Execution
Leading weekly IMO meetings to monitor functional transition activities and resourcing and resolving issues through transition.
Alliance Portfolio Reviews
Developing a near and mid-term risk matrix to support outgoing and incoming executive leadership communications and risk mitigation planning.