Posts Tagged ‘preventative action’

Come Prepared

Thursday, June 13th, 2019

Here in London, the month of June is arguably the best time for international tourists to visit the city. What with the pageantry of The Trooping of the Colour, Royal Ascot, Henley Regatta, Wimbledon, and major music acts in town, it is a sporting and social mecca. However, unseasonal rain and cool temperatures, as visitors are experiencing this week is an occupational hazard. It necessitates everyone has a plan B and C for what to see and do, and what to wear.

The same is true for an entrepreneur having prepared their business for sale, selected a preferred bidder and negotiated the terms of a deal. Here is three common situations:

  1. Misunderstandings arise when a whole new group of advisers –
    lawyers, accountants, bankers and other financial advisers – arrive, when they’ve not been privy to the negotiations or to the nuances of the conceptual agreement reached.
  2. Highly important issues arise in the due diligence process.
  3. There is a deterioration in the financial performance of the business.

What is your “wet weather” option?

You need a mixture of preventative and contingent actions.

“Preventative“, in the form, of a growing peer level trusting relationship and intimate dialogue with what I term, the “economic purchaser”. The individual with the means and authority to approve the purchase, whose P&L will pay you for the business, who has the veto right or will claim credit for the acquisition or investment. Where you can ask the economic purchaser to intervene where his or her lawyers are hung up on moderate or low importance issues and threatening to delay or derail your agreement.

Contingent“, in the form of

  1. a willingness to end the discussions with the purchaser if your objectives are not being met.
  2. you can quickly attract alternative ideal bidders (personal/emotional connection to you and/or the business, have a need or one that can be easily rekindled for the investment, can move fast and possesses means and authority to pull the trigger).
  3. ceasing the entire sale process.

Experienced sellers know there are no guarantees, just as those tourists splashing through the rain towards the Tower of London and the London Eye must accept this week.

Investor Fears

Monday, March 25th, 2019

Investors don’t fear an entrepreneur and their organisation’s ideal future, what they do fear is that the road to that destination is not littered with explosive devices. What preventative and contingent actions do you have in place now to allay your ideal investors’ fear that they are not lambs to the slaughter? Your success in powerfully articulating and boldly reassuring them is directly correlated to the time taken to convert initial interest into a firm commitment.

Trusting Relationships Trump A Deal

Friday, June 2nd, 2017

 

Donald Trump follows through on one of his campaign promises and there are cries of “quelle horreur” and “nein” from his European partners, at the mere thought of any re-negotiation. It begs the very same question in your business, are you putting too much emphasis on signing a contract, and too little on continuing to nurture a peer-level trusting relationship and creating alternatives, where the original signatories (investor, customer, employee or business partner) may change, and the anticipated value derived from the deal is in all likelihood a long way in the future?

© James Berkeley 2017.

 

 

Putin’s Boardroom Lesson: Who Let The Dogs Out

Wednesday, February 19th, 2014

The heightened escalation of hostilities in Kiev splashed across global news media goes to prove that even the most choreographed “coming out” parades or new launches can be a hostage to fortune. The billions invested in Sochi to showcase a confident, high-growth and modern country are submerged beyond powerful images of fires, death and Russian political influence in Ukraine’s domestic affairs. When the 2014 Winter Olympics are over, it is clear no amount of images showing celebrity giant slalom skiers, 15 year old ice skaters and singalongathon’s  at the bottom of the Big Hill will stick long in the mindset of most people watching around the world. It is also a timely reminder to executive management tasked with exploiting profitable growth opportunities in a high growth market that they can never control or plan for everything.

  • If you have the predominance of your infrastructure in place, start, don’t wait to be 100% ready or 100% certain.
  • You must have preventative and contingent action in place for incorrect assumptions (market size, market demand, propensity of buyers to buy through different distribution channels) or unplanned events (the arrival of a new competitor, the announcement of new regulations)
  • You must establish clear accountabilities within the business for monitoring progress towards business goals and appropriate interventions
  • You must plan in advance to regularly bring good news to your key constituents, such that the need for changes of direction “on the fly” are put in the appropriate context
  • You must hire people with the skills, aptitude and personal resilience to work daily in a highly ambiguous environment
  • You must surround them with the appropriate tools (technology), support (feedback and resources) and authority (decision-making power) to manage a safe passage through the rocky terrain

There is a slightly macarbe irony watching a Russian DJ pumping up the crowd to the strain of 1990s anthem “Who Let The Dogs Out” in a momentary lull before the evening final of the ski jumping, and events across the border this week in the Ukraine. What is clear is that even the most powerful and wealthy governments and businesses cannot control everything and have to prepare for foreseen and unforeseen obstacles.

© James Berkeley 2014. All Rights Reserved.