Risk Management Resources
  

Choosing an Ethical Partner Requires a Deeper Look
Benchmarks for Truth-Telling: Transparency, Full Disclosure, Timing
Keeping Secrets and Telling Lies. A Sure Recipe for Problems
Integration: Which Process Survives When Two Become One?
The Business Case for Change  is That It Has to be Worth It.
Managing People-Related Risk Requires Managing Expectations
When it comes to Cultural Alignment, Don't Force the Fit
Building Strong Relationships Critical to Building Strong Companies
The Financial Cost of Workplace Conflict
Keeping Newly Merged Leadership Teams Healthy Requires Awareness
Integrating Company Cultures Effectively Requires Employee Buy-In
Disaster Recovery Planning
"Risk" Is A Four Letter Word, But Doesn't Have To Be
Falling for a Pretty Face Could Lead to Future Marital Problems
Speed Dating Increases Merger Acquisition Risk
Cultural Integration can Be a Difficult Goal to Accomplish
Acquiring Patents in an M&A Transaction
Drug Testing and Employee Screening Essential to Risk Management
Bad Hires are Always Bad News
Buyers and Sellers Should Know Tax Implications of the Deal
Common Information Technology Merger Mistakes
Define Company's Culture to Avoid Post-Merger Clashes
Stabilized Value Key Tactic to Avoid Lost Clients After Merger

Increasing Productivity May Prevent Having to Cull the Herd

M&A Experts Agree...Due Diligence May Miss Significant Risk

Cultural Misalignment: The Unmeasured Risk in M&A Deals

Managing Organizational and Project Risks

 

 

 

 

 

 

 

 

 

Managing Our Risk

If we claim to be able to identify and mitigate your integration risk, we should be able to tell you how we manage our own service delivery risk to ensure that our risk does not become your risk.  The following are some of the more important measures we take to effectively manage our risk.

Our Business Partners

1. Our business partnerships are limited to experienced consultants and other well-established businesses with regional, national, or global capacity with a consistent track record of high-quality service.  We’ve harnessed their experience and expertise to assess one or more risks reflected on your Risk Profile that summarizes the results of the Integration Risk Assessment.

2. Our business partnerships are established in advance of soliciting your business and are established through formal contractual relationships, so there is a clear understanding of the value each partner is expected to bring to the engagement. These business contracts are evidence of sustainable business relationships with each partner providing an agreed upon set of select services to the Lead Consultant’s clients.

3. We take responsibility for verifying that our partners have met the regulatory requirements that govern their service delivery and that compliance with those requirements can be demonstrated prior to the initiation of an engagement.

Confidentiality

4. We require an officer of each business partner to sign a confidentiality agreement with the Lead Consultant, obligating their officers, representatives, service providers, and all other recipients of confidential information to maintain the confidentiality of that information for five years following its effective date. In addition, service providers assigned to a client engagement must sign a standard confidentiality agreement and each business partner agrees in writing to enter into additional confidentiality commitments if required by the client.

5. We consider all of your information to be “confidential information.”  We contract with a provider that specializes in safe-guarding confidential information for highly sensitive transactions and have created a hierarchy that restricts access to your confidential information based on “a need to see it.”  In other words, each service provider’s access to your confidential information will be limited to what that service provider needs to see to complete your risk assessment and cost estimate for risk mitigation.  No service provider will have total access to all confidential information.  The system also records who has accessed what and time stamps when access occurred.  Only one password is assigned to each of the Lead Consultant’s business partners and the system issues new passwords on a random basis.

Project Management

6. We require one point of contact that remains unchanged for each business partner.  That designated contact person must participate in a pre-engagement orientation session conducted for each engagement to ensure that each partner has the requisite information to perform to expectations.

7. We utilize a standardized project management process for each engagement with provides for a vertical interface between the Lead Consultant Representative and each of five project managers who work directly with the Lead Consultant Representative and with the business partners assigned to them.  The process also provides for a horizontal interface between the Lead Consultant Representative and the executive assigned to oversee the client’s integration strategy, the Consultant’s five project managers and their counterparts assigned by the client, and each business partner and the assigned client contact.  This process ensures strong project management and direct client oversight at every stage of project management.  See “How We Work with You” diagram, Risk Management.

Quality Control

8. We invoice the client and no charge submitted by a business partner is approved for invoice unless the appropriate project manager for the consultant and for the client have both signed off that risk mitigation services in their area of responsibility have been completed.  There is no unauthorized “project creep” because any services in addition to those initially authorized are subject to a “change order” which must be approved by the Lead Consultant and the client prior to additional work being performed.

9. We require each service provider to submit a statement of work and a fee schedule for each client engagement that are signed by the client’s representative, the Lead Consultant’s representative, and the service provider’s representative.  The statement of work specifies the products/services the service provider will deliver and the timeline for delivery.  The fee schedule specifies the method of payment, how the fee will be calculated, and the payment schedule. The Lead Consultant utilizes a customized off-the-shelf software application that tracks the time, fees, and approved expenses of each service provider and the Lead Consultant assumes responsibility for reconciling submitted fees with the fee schedule and for remitting payments to service providers in accordance with the fee schedule.

10. We take responsibility for making all service providers aware of any policies and procedures   the client advises have universal application to the client’s employees and on-site visitors.  We review those policies and procedures with the client and then with the risk assessment/risk mitigation team during the orientation session referenced in Risk Management tactic No. 6.

11. We share the Lead Consultant’s “Code of Conduct” with all business partners in advance so that there is a shared understanding of the Lead Consultant’s expectations with regard to appropriate conduct when service providers are involved in a client engagement.

12. We require all consultants to carry a specified level of professional liability insurance that must be effective for the complete term of each engagement and to provide documentation of same upon request.  We verify that, when applicable, each business partner has sufficient bonding to meet the requirements of a capital improvement project.

Contact us for more information.