Enterprise Architecture in Mergers & Acquisitions (Ventures) Download a copy of the infographic with purchase of the Project Management Blueprint, available on Amazon. Checkout the related article, Enterprise Architecture in Mergers & Acquisitions on the Innovate Vancouver website. Creator, Travis Barker, MPA GCPM http://innovatevancouver.org consulting@innovatevancouver.org

1. INNOVATE VANCOUVER
STRUCTURE AND BEST
PRACTICES
Each structure has its own pros and cons, liabilities and risks. Joint
Ventures are more likely to be successful when the structures are aligned
with strategy, as simple as possible, transparent, and support iterations to
adapt to changing environments. A goal of saving costs or profit is better
served with an outsourcing model. Emphasis on higher impact with JV.
JOINT VENTURE MODELLING
TYPES OF STRUCTURES
The term "joint venture" (JV)
has no precise legal meaning
in Canada.
JVs are expressly regulated in
Canada to a varying extent
depending on their activities,
the form that they take and
the particular jurisdiction in
which they carry on business.
LEGAL
Contractual Joint Venture
Corporate Joint Venture
Partnership
A Joint Venture refers to a
business model under which two
or more entities pool resources
and share expertise for the
purposes of a common venture.
STRUCTURES
BEST PRACTICES
Be Clear about Objectives
Be Ambitious
Be Ready to Work in Partnership
Carry out Due Diligence
Obtain Professional Advice
Share Profits & Risk
Anticipate Future Changes
Build Flexibility into Structure
FLEXIBILITY
Create a Culture of Trust
Focus on Key Outcomes
Allow JV to Operate
Independently
Appropriate Governance
Consider Local Politics
Performance Management
Plan Exit Strategy
PERFORMANCE
Source: Thompson Reuters
Practical Law
Source: Grant
Horton Law Firm
VALUE PROPOSITION > BUSINESS DRIVERS > BEST PRACTICES>
BUSINESS STRUCTURE > OPERATIONS MANAGEMENT
Source: Grant Horton
Law Firm

2. INNOVATE VANCOUVER
VALUE PROPOSITION
& OPERATING MODEL
An overlapping four-phased approach is suggested for informing
and implementing the launch of the new Co-Venture Business
Model. A design-thinking process (empathize, define, ideate,
prototype, implement) has been proposed for informing the Joint
Venture Model's architecture and implementation approach.
JOINT VENTURE MODELLING
Scope & Strategic Authority
Governance & Decision Process
Organization & Shared Services
Financial & Ownership
Identify the Following:
Each JV model has different risks.
The goal is to identify the operating
model and how the relationship
will create value and manage
shared processes.
OPERATING MODEL
Design Thinking Workshops
Value Chain Analysis/ Canvas
Journey Mapping/ Canvas
GAP/SWOT Analysis
Business Model Canvas
Operating Model Canvas
Future State Analysis
Following Tools Suggested:
DISCOVERY TOOLS
Customer Requirements
Partner Requirements
Funder Requirements
Regulatory Requirements
Business Requirements
Identify the Competitive
Advantage of the Joint Venture
Identify the Following:
REQUIREMENTS
Define Clear Strategic
Objectives/ Value Proposition
Select the Right Partners
Define the Value of Each JV
Contributor
Define the JV Structure and
Operating Model
Appoint a Strong Aligned
Executive Team
Identify the Following:
CRITICAL SUCCESS
FACTORS
OPERATING MODEL
VALUE PROPOSITION
Source: Deloitte &
Alexander Osterwalder
Source: Michael Porter
Source: David M. Kelly
Source: Water Street Partners
VALUE PROPOSITION > BUSINESS DRIVERS > BEST PRACTICES>
BUSINESS STRUCTURE > OPERATIONS MANAGEMENT

3. INNOVATE VANCOUVER
BUSINESS DRIVERS
AND OPERATIONS
Designing the venture's business model with an understanding of
access, inclusion, integration, sustainability, alignment, and self-
sufficiency is crucial if service engagements & results are to
remain culturally relevant. Each planning component is informed-
by and structures the design-thinking process.
JOINT VENTURE MODELLING
BUSINESS DRIVERS
Key Partners
Key Activities
Value Proposition
Customer Relationships
Customer Segments
Channels
Revenue Streams
Key Resources
Clarify Drivers for each of
the Business Domains:
BUSINESS MODEL
Financial
Customer
Internal Processes
Learning & Growth
Engagement & Inclusion
Impact
Self-Sufficiency
Design Quality
Identify Metrics for the Following
Domains:
BUSINESS SCORECARD
OPERATIONS MANAGEMENT
Quality Management System (QMS)
Risk Management & Action Log
Launch Timeline & Roadmap
Governance Committee/ CCB
Lessons Learned Register
Requirements Register
Deliver Projects with Support of the
Following:
IMPLEMENTATION
Sales & Marketing
Human Resource Plan
Action Plan
Financial Plan
Operations Plan
Governance Plan
Individual Projects Plans
Implement Plans Developed Earlier:
LAUNCH
Source: Robert S. Kaplan & David
Norton; Abraham Maslow &
Frederick Herzberg.
Source: Alexander
Osterwalder
Source: PMI & ISO
VALUE PROPOSITION > BUSINESS DRIVERS > BEST PRACTICES>
BUSINESS STRUCTURE > OPERATIONS MANAGEMENT