Modern business IS digital.
The value of your business is not only its financial and market position, but how its operates and linked to its use of technology but is defined by it.
As a result, any assessment of your company must include a complete recognition of its digital maturity.
The value of your business is not only its financial and market position, but how its operates and linked to its use of technology but is defined by it.
As a result, any assessment of your company must include a complete recognition of its digital maturity.
This must not be limited to a simple inventory of your assets such as a website or
applications. These are just the tip of a digital iceberg.
Because technology now underpins business-critical processes, any accurate financial assessment of a business MUST account for the technology at work throughout your entire organisation.
A comprehensive assessment of digital maturity must also consider the technology that underpins business-critical processes. Critically it must assess how stable those processes are. And how scalable they could be, with the right technology.
This is digital due diligence.
In the case of one BML client, a leading chain of building merchants, identifying and establishing the right level of digital maturity took them from a standing start to over £15m in orders, via both online and physical stores, and a drastically improved set of operations.
Check out our other case studies to see how we have helped major businesses in the UK recognise this value.
At pre-acquisition, the digital maturity of a business impacts the financial valuation of your business directly.
This impact can be either negative or positive:
If your business requires substantial investment to be positioned for growth, then any potential acquirer needs to know what (and how much) that investment needs to be.
Obviously, the acquirer will adjust their offer accordingly.
But this is not just a financial decision. For an organisation looking to make an acquisition, knowing what to do to make that acquisition a successful, long term business is arguably, more important than the price tag involved.
Conversely, if you are a target business with an exceptionally streamlined, integrated suite of technology, creating industry-leading processes combined with rapid and aggressive innovation, then value may be hidden. Especially if your target business is relatively young, or operating in new markets.
Identifying these risks and opportunities
is what we do
Following an acquisition, there is always the risk of complex, legacy, and surplus technology.
Duplicated hardware (or entire facilities), multiple software licensing agreements, even replicated IT teams.
It is not just a case of turning off the systems in the acquired company and mandating they migrate to different platforms. Such an approach risks a massive loss of value and overlooks why the acquisition was made in the first place.
Integrating the two estates must be aligned with business objectives. The combined offering must be greater than the sum of its parts.
The integration itself must be rapid, transparent and cause minimal disruption to ongoing operations.
The post-acquisition organisation must be able to move forward aggressively and with confidence.
This process will likely demand new technology leadership to drive this combined organisation forward.
Handling this complexity
is what we do