Systems thinking strategies for mergers and acquisitions (M&A) provide better integration valuations and post-merger operations. With mergers and acquisitions systems thinking the …
Mergers and acquisitions systems thinking strategies, part 2
When evaluating merger integration risk the reality is true integration risk identification can only happen with an evaluation of systems integration. Without front-end, due diligence on human capital integration then too often the deal becomes a post-merger write-off. The result: wasted opportunity, multiples on paper only, and “synergies” left back on the deal table or with the executive hand-shake.
Scope or: how to manage projects for organization success; stakeholder analysis template
A stakeholder is anyone, or group, who can positively or negatively affect the outcome of the project. This post introduces two Excel template worksheets for stakeholder identification and management.
Prior to a project’s go-ahead this template identifies groups and individuals with a stake in the success, and failure. The effort makes sure we understand the key concerns and motivations of these audiences in order to mitigate risk to over-look or under-appreciate stakeholder position.
Mergers and acquisitions systems thinking strategies, part 1
I transitioned into a human capital focus gradually over my career. My collected experiences just overwhelmingly led me to realize without …
Evaluating risk: financial models versus competency models, part 2
Models attempt to identify the assets that have value. How to manage those assets. And how to strategically turn these assets …
Discounted risk is human capital risk
Many private equity and venture capital firms claim to rely on the quality of a team to determine funding. But rarely …
Evaluating risk: financial models versus competency models, part 1
We make models to get an idea, on a small-scale, of what might happen on a large-scale. Models help identify risk and …
Venture Capital and the descent into irrelevance
The bigger the risk, the bigger the reward. Elemental finance: you assume the amount of risk suitable for an expected payoff. …
Scope or: how to manage projects for organization success; impact analysis template
An impact analysis is an early-phase assessment to identify all stakeholders, their needs, their awareness, and their insight into the project – these people are not only sponsors and customers, but the people you want to invite people into the change. Involvement impacts success.
Just like a pebble tossed into a pond, projects cause ripples that carry beyond the initial splash. Projects sponsors who fail to link the change a project has to people, process, and technology risk project success and project adoption.
Scope or: how to manage projects for organization success, part 2
The key for organizations to grow and to thrive relies they ability to scope, manage, and deliver projects. How you and your …
Human capital risk, now that’s real risk
You commonly hear an equity firm or venture capital partner claim to invest in the people. Well, when it comes to costs, …
Scope or: how to manage projects for organization success, part 1
To deliver what someone expects, when someone expects, and the price someone agrees to requires an ability to define scope.
When a project fails, resources are lost and organization pressure increases. The more projects that fail the more resistant people are to associate with, work on, or fund new projects.
This is a first in a series of scope and project management blogs and templates to improve project delivery with a set of tools and principles to understand and manage project scope, from impact assessment through stakeholder communication.