I’ve spent a career evaluating the business impact of technology and building strategies that optimize the contribution technology makes to enterprise missions.
In my first career as a naval intelligence officer I was frequently called upon to find ways to leverage technology to enable our missions of all source intelligence analysis. Other times I was required to assess how adversaries were using technologies as they sought to gain advantage in their own decision-making. Later as an executive with TRW and then Northrop Grumman I helped shape internal investments that sought to create technology in support of critical government missions. Back in government as the Chief Technology Officer (CTO) of the Defense Intelligence Agency (DIA) I was part of a team that sought to leverage the very best technology in the free world to support agency missions of analysis, production and collaboration.
For the past decade I have continued to evaluate technology, including participating in numerous formal due diligence assessments. I have conducted due diligence assessments in support of private equity firms, venture capital firms, large companies seeking understanding before before purchasing other firms in M&A, and for other companies that wanted to assess their own capabilities so they could optimize their own value for a future transaction.
These lessons are provided in a way that should be of use to organizations on both the buy-side and sell-side of potential transactions, and concludes with actionable recommendations including expectations you should have when selecting a due diligence partner.
Our hope in producing this short overview of lessons learned from technology due diligence is that you will keep OODA in mind for your future needs. In tech due diligence, experience matters, and we have that.
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