There is limited time and access during M&A due diligence. Knowing this, it is critical to focus on the high priority areas with the largest affect on risk.
As we discussed in our previous article, “Due Diligence for Mergers and Acquisitions – Why include IT“, technology due diligence is a critical part to evaluating a merger or acquisition. The less time spent the higher probability of extended integration or other issues. We now discuss which parts of IT due diligence to prioritize in order to minimize risk.
People
- If the organization you are acquiring has proprietary technology, evaluating the personnel is critical as they support the technology.
As we start to see mergers and acquisitions activity ramp up, we shift focus to the value of technology due diligence.
Some people think that it is easy being the CEO of a certain company. They think it’s all about delegating tasks to your employees. And since you’re “the boss” you could pretty much do nothing except point out employees’ mistakes and get an occasional headache when the numbers don’t add up. Those in the business of leadership, know better.
According to a recent 
Small companies are often controlled by one person in particular, the CEO. Often times the CEO will take on many different kinds of tasks in order to make sure that the company will be able to enjoy better success.
Everywhere you look, people are doing something with their phones. They are either texting someone, or they are using one of the thousands of apps available.
