[NILTON YONEZAVA]

What tools or methodologies do you suggest to run culture assessments during the early stages of an M&A process and later during due diligence?

[Matthew Person]

Nilton, great question and often one of the most overlooked aspects of diligence. In early stages, going to the physical office can shed a lot of light on what life at the company looks like. You can also ask questions about go-to-work, how work is done, etc and ask about staff benefits. I’ve actually created a methodology to assess culture in this regard given how limited outside tools/assessments are.

In diligence a deep dive operating meeting about how work is conducted, along with HR review of staff turnover rates, etc. can yield insight into how happy staff are.

[NILTON YONEZAVA]

Thanks, Matthew. I’m also creating a methodology to help me assess companies in the initial phases and post-closing. My main goal is to bring structured data to guide the valuation process, identifying risks and opportunities. My hypothesis is that it’s possible to measure (quali and quanti) the corporate culture and not rely on feelings and perceptions. I’m trying to bring a data-driven approach to support the whole M&A and integration processes.

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