How will your digitalisation strategy take shape? Should you build on existing capability in-house, outsource new skills and technology, or acquire them through a merger or acquisition?
Scaling for growth is fundamental, but takes time.
The decision to build, buy, or outsource will often depend on a combination of factors, including the stage your business has reached in its digitalisation journey, and the competitive nature of its marketplace.
1. Initial options assessment
Obtain views on key objectives, current status, and future plans on strategy to identify key areas of legal and tax risks.
2. Feasibility analysis
Assess the feasibility of any legal and tax issues identified in the previous phase.
3. Detailed design
Full analysis of identified legal and tax issues to get the new operating model ready for implementation.
4. Implementation
Implement the new model, including finalisation of contracts and other key documents.
5. Monitoring and review
Periodic review of the new operating model, manage tax audits, and monitor legal risks including dispute resolution strategy.
Outsourcing
Outsourcing decisions can be complicated and costly. The transfer of employees, assets, data, software and contracts can improve service, save costs, and reduce risk. But without careful planning, outsourcing projects can fail to deliver these benefits.
Our eight-step approach
Our eight-step approach identifies how your fundamental business objectives should be set against time, cost and risk factors. It provides a step by step outline of an outsourcing project’s key stages. It also points to issues that need to be considered and addressed at each stage of the process.
This will help you to identify the potential risks and costs and to develop a transparent and persuasive business case.
Our podcast series breaks down the various different stages, listen to these below.
Contract Lifecycle Management (CLM) tool
Optimising contracts is not one challenge. It is a combination of many connected parts. Our CLM tool gives a 360-degree view of the contract lifecycle. Extracting and structuring contract data to improve the accuracy of contract review. Resulting in better reporting and contract management.
M&A
Digital or tech M&A is one of the most active transactional areas of recent years, further reinforced by the Covid pandemic. Typically rich in IP, IT, data and people, digital businesses must move beyond document review and start to identify and manage the risks that may arise during, or as a result of, a transaction. Significant due diligence is vital. One challenge lies in determining how you can use the process to support the successful activation of the assets and incentivise key personnel post change in ownership.
The regulatory and societal environments in which tech businesses operate are evolving. The M&A process calls for a thorough grounding in tech-related issues, but significant legal and regulatory concerns must also be addressed. Perhaps the most significant challenges lie around the sharing and use of data. Questions like when and how the parties can exchange sensitive data must be carefully considered.
Understanding digital M&A
The complexity of M&A to enable digitalisation shouldn’t be underestimated. Mapping the process of digital M&A, as shown in the diagram, and understanding key pitfalls reduces the level of unknowns and helps you to address common challenges.
Turbo: speeding up the M&A process
Due diligence is critical to ensuring good deals get done. But it’s often the most time-consuming stage of an M&A transaction.
To speed up the process, we have developed Turbo, to take the base layer of admin out of due diligence. Turbo not only speeds up the process by automating admin tasks, it also rapidly tracks and indexes documents and changes from any virtual data room. It does this without significant human intervention and provides accurate and fast results through a simple dashboard.
The extracted data can then be used across different transaction requirements and can be shared in a user-friendly interactive report.
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M&A
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