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The  Due Diligence Diagnostics series helps buyers to assess the attractiveness of  a potential purchase and validate the fitness of the entity concerned for  acquisition. The due diligence process is critical to surfacing issues and  concerns that may prove to be a show stopper to the deal or enables the  organisation to reduce the deal price paid through negotiation around the  issues identified. From a vendors perspective it is often prudent to conduct  their own due diligence exercise to pre-empt these issues and strengthen  their position during negotiations by being aware of issues that may threaten  the deal or weaken their negotiating position. If it is conducted early  enough in the deal lifecycle then they may also be able to implement effective  change activities to remove the issue completely.  
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The Due Diligence Series of diagnostics help to assess current state and  define future state required changes/improvements taking into account impact,  risk and priority to deliver a prioritised roadmap to address concerns or  support negotiations by defining the actions required to address gaps from  either the buyer or vendors perspective and take advantage of opportunities  identified while involving the contributions of the key stakeholders involved  from either side to determine the optimum path forward for the buyer or  vendor. The due diligence process often enables the vendor to also assess the  quality of the existing leadership team which may in some instances transfer  to the buyer as part of the deal.
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The due diligence diagnostics can be deployed in full, or simply narrowed  in focus, or rapidly adapted in line with your own preferences to provide a  tailored due diligence diagnostic review. If you prefer to design your own  model then this is easily achieved with or without our help and simply and  quickly loaded into the ID8 platform to run your due diligence diagnostic.  

The benefits in terms of speed of analysis, richness and deepness of the  insights generated and the positive impact of involving key stakeholders  (subject to confidentiality and sensitivity of the information being shared)  to support the deal activity in this way are a game changer for every  organisation that wants to optimise the value realised from a deal from  either the vendor or buyers perspective.