Supporting Corporate Development

The following questions will enable the Chief Executive of an enterprise (pursuing a variety of capital raising, investing, optimizing and preserving activities) to evaluate its development shortcomings, for improvements:

  • Are all deals executed around your core strategic objectives, by following a disciplined, repeatable and continually improving approach to drive value?
  • Do you have a sufficiently empowered Corporate Development function ("CDF") to help shape your corporate strategy, and help continually/ critically pursue synergy hunt focused on enhanced capital efficient deployment alternatives?
  • What existing mechanisms help you ensure achievement of a closer strategic alignment among business units to realize broader business goals?
  • What existing mechanism helps you ensure that your individual deal team is focused on the right issues? Has it been adequately resourced to be effective?
  • What existing mechanism helps you "keep score" and evaluate post-deal discrepancies/ shortfalls in comparison with the pre-deal assumptions that your team had made?
  • What mechanism helps you determine that your CDF has sufficient standing with internal business units and skillsets to ensure successfully led transaction integration as well as obtain attention when needed?
  • What existing mechanism helps you improve the diligence and deal performance evaluation metrics for the future, based on the learnt lessons?
  • What else would you do to encourage and promote enhanced productive collaboration between the CDF and the enterprise business at large?

In a volatile market where (a) sensible business forecasting is next to impossible, (b) the competition led changes accelerate, (c) the need to focus on high-impact growth opportunities that can help capture significant value is critical amidst the wherewithal to withstand the pressures of major transactions, etc., the Corporate Development excellence, as a role, is becoming a strategic necessity across the whole of the transaction lifecycle. Businesses need to be nimble in, among other matters, leveraging scarce resources and diversifying risk while flexibly adapting, real time, strategies to avoid being left behind. According to a recent research, Transaction Integration is an area, among others, where the Chief Executive satisfaction is low, and this is worrisome in realizing transaction values.

Distinct features of successful Corporate Development include the following:

  1. Alignment of your deal strategy with broader business goals to help generate value and realize returns from high-impact deals. Based on value drivers, the transpiring deal KPIs need to be validated against expectations, and your expectations aligned with the applicable commercial, financial and operational realities;
  2. Forward looking, solid deal talent across an array of disciplines that is able to embrace and initiate change, focused on raising, investing, optimizing and preserving capital;
  3. Formalized deal methodologies, tools, procedures, and cadence accessible to your enterprise that emphasize risk mitigation through focused diligence, upfront assessment of needed cash-to-cash levels in the investee, clearly defined deal accountability, and professional development program;
  4. Closely built and internally leveraged productive relationships with the rest of your enterprise -- to raise the CDFawareness, collaborate, communicate and listen.

The Corporate Development Officer ("CDO"), as effective strategic advisor, would be expected to actively lead facilitate (a) fundraising; (b) divesting non-core assets on accelerated timelines; (c) pursuing acquisitions and alliances through bringing together and orchestrating a professionally managed team that provides transaction experience, knowledge and consistency; (d) planning and structuring transactions to optimize returns; (e) focused due diligence to mitigate risk and drive value; (f) asset valuations; (g) resolving liquidity issues and turnaround situations, refinancing or restructuring obligations; (h) resolving investee disputes affecting the enterprise, stakeholder relationships and pressure; (i) optimizing the investee cash-to-cash levels, as well as the tax, corporate, and funding structures in a cost- and tax-efficient manner; (j) delivery of synergies and effective integration.

How can we help you?

Core to our approach is the ability to augment your people, process and tools to help you fulfill your corporate development objectives. We are committed to supporting the emerging-market transaction community, their CDOs and other leading executives in navigating through their transaction strategy and execution. We would provide you with the insight, experience and knowledge you need to help you balance your short term needs with your long term aspirations.

  • Pre-Planning: We can help you close the gap by aligning your business strategy and corporate development activities with a detailed tactical plan that addresses your corporate development objectives.
  • Transaction Development: Access to our allied people, process and tools may help you accelerate development of target criteria as well as identification, financial analyses and transaction metrics.
  • Transaction Execution: To your transaction, we would bring industry knowledge, local market experience including geo/cultural differences, and transaction experience (divestitures, acquisitions, JVs, alliances) that is particularly important during deal origination and execution.
  • Value Monitoring: Measuring and improving is a constant challenge. Your deal performance would be measured to determine whether an investment is being/ has been properly managed, whether risks are being/ have been appropriately addressed, and we would then establish a baseline for improvement. 

 

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