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I started out in Management Consultancy in 1997 having graduated from the University of Durham with a Masters degree in Astrophysics. I have worked with some fantastic clients over the last fourteen ...
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Home > News & Views > Articles > The many sides of operational due diligence
Due diligence processes are typically attuned to the commercial, legal and financial aspects of a potential acquisition. Forensic, historical focused assessments of past performance and positioning are used to evaluate upside opportunity and downside risk. The current management team is assessed to determine whether it can be brought onside to work with the investment agenda. But too little attention is paid to a critical aspect of due diligence that can blindside the investor: the risk inherent in the target’s operating model.
The full article appeared in the Sunday Telegraph on 7th December and can be viewed here.
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Berkeley has 25 years’ experience in putting plans into action. This experience enables us to quickly assess where challenges are likely to arise as businesses seek to improve their operations, and target practical interventions accordingly. The value of early intervention is hugely significant, both in terms of avoiding wasted expenditure and accelerating value enhancement.
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