At a time of rapid change, this process guides businesses through the initial anxiety and potential disruption of an M&A transition.
The transparent, pragmatic goals, detailed action plans, and supporting benchmarks in a 100-day plan enable management teams to respond swiftly to impediments, make “quick wins,” and keep the process moving ahead.
Best initiated during the diligence process, 100-day plans include a combination of quickly achievable wins and longer-term initiatives. All require monitoring and metrics to enable accountability and course corrections to achieve expected outcomes.
Our experience with the dynamics of a newly acquired business gives our clients valuable perspective on creating and executing on 100-day plans.
Data on Day One is king. Ensuring that the right information is available in the right format to be able to produce needed reports, KPIs, and management dashboards enables the business to get started off on the right path
Additionally, our background as business operators enables us to assume finance functions on an interim basis. More often, our engagements mean bringing an increased level of sophistication to the newly acquired business’ processes, driven by the sponsor’s financial objectives and needs.
Acting quickly and concisely is crucial toward getting started the right way. However, we’re also highly attuned to the human element of a transition. Navigating existing relationships, histories, and personalities; being receptive and adaptable to concerns; and acting as an intermediary between sponsor and acquired business is as necessary toward achieving goals as is pragmatic metrics.
Mitigating uncertainty, building confidence, and activating 100-day plans with metrics and diplomacy – it is all necessary toward getting off on the right foot. Our navigation through these efforts is a high-touch approach that improves decisions and mitigates risk in the real world that your business operates in.