Course curriculum

  • 1

    Executing a Divestiture without a Bank

    • Introduction

    • What type of subsidiary business should be divested and how do you assess it?

    • How would you run a divestiture without a bank?

    • Why would you choose to not use a bank for a divestiture?

    • Finding the Right Buyer

    • Do all divestitures require TSAs and why are they so complicated?

    • Finding the Right Research Tools

    • Going through the divestment process, standing up the entity on its own, and taking it to market.

    • How do you choose the right buyer?
  • 2

    Making Your Diligence Process Efficient

    • Introduction

    • Taking a First Pass at Diligence

    • Bringing in Cross Functional Team Members

    • Unit Quiz

    • Have you ever stopped a deal during the second round of questions? If so, why?

    • How do you handle a target that is cooperative but they don't have the proper documentation for diligence?

    • Is a difficult negotiation a valid reason to walk away from a deal?

    • Is digging into a target's financials a phase two diligence?

    • What should you do if a company can't provide adequate documentation around a request?

    • What do sprints 3 & 4 look like?

    • How do you avoid deal fatigue while gathering information?

    • What are hidden red flags to look out for?
  • 3

    Tips for An Agile Integration Plan

    • Introduction

    • Assumptions

    • Tenet #1 Establishing an Operating Culture

    • Tenet #2 Look at Other Models & Tenet #3 It's Not Wrong to Have a GANT

    • Tenet #4 Build Workstreams with Milestones in Mind

    • Tenet #5 Measure What Matters

    • Unit Quiz

    • Do you have any suggested reads for M&A professionals?

    • When should an integration lead start planning integration?

    • When is an Agile integration methodology not the best fit?

    • What are examples of items you should be measuring?

    • Do you need a different program plan for the leadership team, workstream leads, and the steering committee or can you combine them?
  • 4

    How to Setup an Organization for Inorganic Growth

    • Intro

    • Part 1

    • Part 2

    • Part 3

    • How is the role of corporate development is expanding?

    • How do you merge two different cultures' working styles?

    • How can someone looking to get into corporate development expand their skillsets?

    • Can an inorganic growth strategy be implemented at any time or is it time sensitive?

    • How can someone looking to get into corporate development expand their skillsets?

    • How should items be documented?

    • How can Agile practices and techniques benefit an organization?
  • 5

    Evolving Your M&A Integration Function

    • How has deal execution changed over the last few years?

    • How has your engagement with the acquired company evolved?

    • How do you overcome the knowledge chasm between diligence and integration?

    • What is your integration process and where do you start?

    • What IT roles are on your M&A team?

    • What key tools should you start with?