In the last four chapters, we’ve looked at a multitude of tools that are used in conventional checklist due diligence, as well as beyond-the-checklist due diligence. Although seemingly disparate, the two types of due diligence and the tools comprising them should be seamlessly integrated into an organized process flow during the actual due diligence. With so many tasks to be completed, a careful planning of the entire course of due diligence is critical to ensure that implementation is smooth, and members of the team do not do unnecessary and overlapping work. In this way, the due diligence is conducted in an organized manner whereby information uncovered, using beyond-the-checklist tools will fulfill the various information gaps not covered by checklist due diligence.
It should not be the case that the due diligence team only starts to look toward beyond-the-checklist tools only when information gaps surface. Treating the two types of due diligence as disparate processes will render the course of due diligence cumbersome and inefficient.
Having extensively discussed the tools and methods that may be used, this chapter examines the actual implementation of due diligence. To elaborate, the chapter seeks to put all the due diligence tools covered previously into an organized framework, from planning and formulating the strategy, to forming the team and the actual implementation of due diligence.