One of the common hurdles companies face when digitalizing their performance management processes, is starting with ‘messy data’. Cleaning it up seems like a daunting task; tearing up systems, disrupting business as usual and above all, costing time and money. It’s not difficult to see why operational transformation projects fail to get off the ground.
Finance leaders all over the globe are struggling to amend their corporate planning process in the midst of a world that has turned upside down.
With the new normal of “working from home” in South Africa, arriving in the light of Covid 19, many organisations are being forced to transition from being an input-based time watchdog to an output-based productivity matron.
Bolt-ons are great way to increase the value of a platform company. Often a bolt-on company can be purchased for an EBITDA multiple lower than the platform company and with the right integration and value added activities, realize the uptick in EBITDA multiple from the platform company upon sale.
All private equity firms are in the business of generating a return with someone else’s money. The ultimate metric of that is ROIC and there is a lot of research shows that it is linked to long term value[1]. While most finance people know it is Net income / Net Assets, what makes up that metric is viewed quite differently by the private equity firm compared to the previous owners of your company. Here are the major items that you need to navigate as the finance leader in your organization.
