What kind of IT M&A Due Diligence report has been most effective for you? Can you share an example?
IT Executive in Healthcare and Biotech, 10,001+ employees
We utilize a standardized report template that we developed for the report out of what we have gained during due diligence. This report out goes to our Corporate Development, Compliance, Legal, Integrations, and Operational team to ensure all parties have the same report of findings. I cannot share an example of the report, yet I can say we start off with a summary of the target for acquisition, a summary of the high level challenges/risks, with then recommendations to minimize or resolve the risk. This is then followed by the in-depth findings, layout, configuration, apps, etc., and followed by the detailed review of the challenges and risks. CIO in Construction, 1,001 - 5,000 employees
SOC2 Type II report can give the infosec status and maturity status. Also, CMMI level reports can give status update on process and complience maturity.
Content you might like
Conference Fees31%
Product Certification Fees66%
Developer Training Costs63%
Sponsor Open Source Projects19%
Others - Leave a comment2%
214 PARTICIPANTS
Sales/Marketing24%
Competitive Analysis43%
Product Innovation18%
Training8%
Business Forecasting3%
Other (please note in the comments)2%
335 PARTICIPANTS
VP of Engineering in Healthcare and Biotech, 11 - 50 employees
I read "vendor" here to mean someone primarily providing a SaaS or PaaS, or even a desktop, web or mobile application, or code library.If that is correct, then it can be extremely hard to price.
Most ...read more
Chief Information Officer in Healthcare and Biotech, 1,001 - 5,000 employees
Our quickest spend reduction came from end point standardization and the narrowing of standard equipment to a menu of options. A standard replacement scheduled was implemented allowing a reliable prediction of endpoint costs. ...read moreCTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
1) Intellectual Property exposure, i.e has the company adequately protected its Technology IP, or has the company possibly infringed on others' IP?
2) Potential for customer flight to competitors as a consequence of an M&A event, and projected cost of retaining customers.