A transaction is a negotiated business event involving an exchange of ownership, assets, money, or other contractual value. In company growth, it may involve acquisition, sale, investment, purchase, or merger. These events can validate organizational performance while creating major distraction and time demands. section 14.0 section 14.1
Evaluate a transaction through its organizational and planning consequences:
- Identify whether the company is being acquired, acquiring another company, merging, or receiving investment. section 14.0
- Recognize that private equity investors commonly realize returns when they sell their share, often after three to five years. section 14.1
- Review long projects against likely transaction timing, especially modernization work that could affect market positioning. section 14.3
- Present completed and planned technology work in its best accurate light, without misrepresentation. section 14.1
The unfinished kitchen
Selling a company resembles selling a house: presenting it during a major renovation can make buyers assume they will have to finish the work. Likewise, before starting a year-long technology project, compare its completion date with the expected transaction and adjust milestones when necessary. section 14.3
