Agile M&A Plays

This graphic outlines the key differences between the traditional and Agile way of conducting due diligence and integration. Traditionally, due diligence and integration are managed as separate and unrelated deal processes. Diligence is completed and then integration begins. However, this causes communication breakdown, longer deal timelines and an ill-informed decision making process. Agile suggests a smarter more efficient means of working the two processes in parallel with one another, reducing deal cost and timeline by 30 to 40 percent.

This graphic outlines the key differences between the traditional and Agile way of conducting the due diligence process. Traditionally, due diligence materials are requested and answered in batches through Excel and email. This leads to long wait times, an unprioritized workflow and costly delays. Agile M&A has developed a means for completing due diligence in small, incremental workflows to gain efficiency and close deals faster.

A key technique of Agile M&A provides that due diligence and integration planning should be completed in parallel with maximum collaboration in order to successful execution integration. This visual depicts that technique and can be useful in gaining team alignment when implementing Agile.

This graphic is a high-level look at the Agile M&A Implementation Roadmap that enables a smooth and efficient transition from traditional to Agile deal teams. This roadmap can be utilized during your next M&A transaction and is highly flexible to unique team needs and structures.

This graphic illustrates the Full-Scale Agile M&A Integration Model, which is specifically tailored to support M&A initiatives involving many project teams. Designed to allow large companies to manage multiple parallel work streams simultaneously, this model facilitates management of all activities, bringing with due diligence and following through post-close integration.

This visual illustrates the Agile M&A practice of developing cross-functional, goal-oriented teams to carry out the integration process. Traditionally, integration is executed by functional teams which can greatly limit vital information flow and result in duplicate work as well as grave missteps. However, cross-functional teams oriented around goals maximizes collaboration, productivity and leads to better informed integration decisions.

This is an incredibly useful chart outlining the key plays that form Agile M&A. This catalog includes a description of the play, the phase of the deal in which it should be implemented, along with its main function and scope. Practitioners should use this catalog to organize implementation efforts and gain team alignment.

This graphic provides a high-level look at what comprises the Agile M&A game plan. The Agile M&A game plan consists of a collection of core plays that serve as the operational reference guide for the M&A initiative. The game plan also contains a series of optional situation plays to be executive if specific situations arise during the M&A project.

These two graphics from the 12th Annual State of Agile Report by CollabNet VersionOne indicates, from their study, what organizational goals companies hope to accomplish through adopting Agile techniques along with which goals are actually reached. The study found that through the adoption of Agile improved their ability to manage change, effectively diagnose and overcome challenges, and assess project status.

This visual outlines the five elements that enable successful and viable Agile implementation. These strategies and tools help organizations implement Agile into their internal operations in an effective and smooth manner.

This snapshot from the 12th Annual State of Agile Report by CollabNet VersionOne outlines some of the challenges that organizations face while attempting to adopt an Agile approach. It is critical to understand the key challenges in order to manage change strategically.