Overview
Subsidiary of a large British conglomerate; provides heavy-equipment maintenance services for mining and electrical utility industries.

Opportunity / Threat
The company was considering a major acquisition. Management wanted to identify potential problem areas as a prelude to doing due diligence. The information generated would be used to guide their due diligence beyond the traditional legal and financial aspects.

Action / Result
Though the company uses other consulting services on a regular basis, it decided to engage in a one-day Strategic Risk Analysis session as part of a quarterly planning committee meeting.
In addition to helping with team-building, the process helped clarify challenges and action steps.

Client Comments
"Strategic Risk Analysis was similar to other outside consulting arrangements. But what I like about Strategic Risk Analysis is that it produces quantifiable results. We were able to quantify the risks and gauge our capability to respond."
"We gave a copy of the report to the head of the company we are intending to acquire, to say `these are our concerns."
"It was very productive and it was a good team-building exercise for our planning committee."

-- Larry Tree, Chief Executive Officer