Merger, Aquisition and Competition Advisory

Sensitive topics need a people oriented approach. One of the best we have seen and used is "The Conversation Model" from Games Foxes Play by Chantell Illbury and Clem Sunter. The model serves as an agenda for a strategic conversation. If you have ever experienced a merger, acquisition or considered the threat of competition carefully, you will know that a strategic approach is essential, if not critical.

The strategic conversation includes the clarification of "the meaning of winning" from two perspectives, one "defining the game" and two, "playing the game."

The steps in defining the game are:

1. Scope - what are the boundaries?
2. Players - who are the stakeholders?
3. Rules - what are the rules of the game?
4. Uncertainties - what are the key uncertainties?
5. Scenarios - what are the likely outcomes if we play this game by these rules? 

The steps for playing the game are:

6. SWOT - understand the Strengths and Weaknesses of the players and the Opportunities and Threats of the game.
7. Options - clarify the options for playing the game.
8. Decide - make decisions about the best approach and game plan.
9. Measurable Outcomes - agree on how the meaning of winning will be measured and tracked.

Scenario planning has been around for years. Each scenario reflects the possible outcome of the game. You weigh up the consequences, then you make a move. Facilitating scenarios and possible outcomes creates an environment for a strategic conversation that is informed by consequences. This allows people to think through the game plan, make choices and change their minds as appropriate, not in a faltering kind of way but as a fox that is surviving amoung lions.