A concrete “Exit Strategy” in an organization is one of the most neglected subjects apart from the company size and actual KPI’s. Straightforwardly, the ubiquity is beyond the expectation.

No matter at which phase of the business, by default, leaders are more likely to pay less attention to the Exit Plan than they do to the Growth Plan. The shareholders are accustomed to being the leading governor of exit strategy upon the assumption of profit maximization on asset portfolio is their primary interest. However, the digital economy has been challenging both the conceptual and definitional substance of “growth, profit, sustainability, and market value” of the products and services. Yet, without doubt, more to come upon the exiting market valuation practices accordingly. My claim is both the Exit Plan and the Growth Plan are the equivalent and compatible substances of a well-established Business Plan where they cannot be considered separate and independent from each other. 

Innovation, creativity, flexibility, and agility are the very powerful attributions that are needed to be embedded in the Strategic Planning and Management process by the leaders. The new era will not let the leaders take a position aside from the shareholders and stakeholders in terms of pursuing different strategic priorities. 

What is the Inevitable Impact on Ongoing Operations?

COVID19 has been more than a real simulation of the Disaster Recovery and Business Continuity Scenarios to execute among the organizations. The earlier projections commonly used to be based on the risks regarding connectivity, failover site, critical systems going offline on core business functions, so on and so forth. However, the critical decision may not urge to recover and restore every process to the default settings, rather it may urge to redesigning the whole organization from scratch. But how? A compatible Exit Plan with your Disaster Recovery and Business Continuity Plan is capable of exploring and rendering critical paths among what-if scenarios and lead you to the best possible options to move forward under the poor conditions. Moreover, your Exit Plan framework shall be your trusted guide submitting valuable inputs for your ongoing operations and having a strong impact on your successful accomplishments. It is supposed to make you review your risk management principles, liability adjustment on engagement models, scope of collaboration and partnership structures, or propose a different point of view on prospect mergers and acquisitions. 

In conclusion, an extensively studied and maintained “Exit Strategy” merely itself is worth a great business plan when the unpredictable attribution of the future is at stake. Let’s work together on your Exit Plan and enhance your business plan by making it more realistic. 

To extend your strategic network

Establishing strategic partnerships, going  to a joint venture structure, or integrated processes, mergers and acquisitions constitute the very critical source of promising opportunities to keep growing in a disruptively evolving market. Building and expanding your strategic relationship network needs a dedicated and continuous effort to get favourable results. Our exclusive expertise across numerous industries will help you to accelerate the performance of your growth strategy. You will directly reach the right companies and the right people including recommendations on their risk analysis, credibility indicators, and potency. Boost your growth with our services that provides you to:

• Access to domain-specific market insights,
• Promote your reputation in the market by our corporate-class representation,
• Achieve highly qualified enterprise-grade opportunities.