Strategic Insights
Perspectives on governance, risk, and technology leadership.
Financial Models Don’t Consider Who Will Lead
A financial model assigns post-close results to someone who will run the business. What it rarely confirms is whether that person actually exists, with the authority and the time to lead.
READ ARTICLE →How Boards Undermine Management Accountability Without Realizing It
The line between a board that improves decision quality and one that quietly undermines management accountability is easier to cross than most boardrooms realize.
READ ARTICLE →What a Polished Deal Presentation Doesn't Tell You
A polished deal presentation reveals very little about whether management is prepared to execute. The more telling conversation happens when assumptions are challenged.
READ ARTICLE →When the Numbers Are Right and the Picture Is Still Wrong
Most boards receive far more financial information than they can realistically use. The more important question is whether the reporting helps directors understand what is actually happening in the business.
READ ARTICLE →When "We'll Deal With That After Close" Is Not a Plan
The phrase "we'll deal with that after close" is not a plan. It is an acknowledgment that the risk has been accepted without being examined.
READ ARTICLE →When the Model Is Not the Problem
Financial models give acquisition decisions structure and coherence. That structure can also make a deal feel more understood than it is, especially when the downside case never really moves beyond the base assumptions.
READ ARTICLE →What Boards Miss When They Only Focus on Price
Price gets the most attention in an acquisition discussion because it is easy to compare and argue about. What it does not tell you is whether the business will keep working after the deal closes.
READ ARTICLE →Where Deal Risk Actually Lives
Boards often spend most of their time evaluating whether a growth strategy is worth approving. The more consequential work usually begins after the decision is made, as the organization commits resources that become difficult to reverse.
READ ARTICLE →What Boards Commit To When They Approve Growth
Boards often spend most of their time evaluating whether a growth strategy is worth approving. The more consequential work usually begins after the decision is made, as the organization commits resources that become difficult to reverse.
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