Capabilities
Valigne helps organizations evaluate opportunities, understand alignment and value exchange, compare commercial structures, surface assumptions and possible risks, prepare for decisions and important discussions, and preserve the reasoning behind each decision. These are the six capability areas a guided evaluation addresses.
Opportunity Evaluation
Understand whether a commercial opportunity makes strategic and operational sense before committing resources.
Important commercial opportunities often progress toward an agreement before the underlying alignment, assumptions, and possible risks have been fully examined. Fragmented information, competing interests, and untested assumptions can accumulate beneath a deal that looks attractive on the surface.
Learn moreAlignment and Value
Examine whether the parties are genuinely aligned and whether the exchange of value is balanced.
Two organizations may describe the same objective in different terms, and the scope of collaboration can expand or contract in ways that change the value for each party. Misalignment that goes unexamined at the outset often surfaces after the partnership begins, when it is more expensive to address.
Learn moreCommercial Structures
Compare possible commercial structures and understand their effects on ownership, control, and future options.
The structure chosen at the beginning of a partnership shapes everything that follows. Who owns what, who decides what, who profits from what. When a structure is chosen without comparing alternatives, the tradeoffs remain invisible until they become problems.
Learn moreAssumptions and Possible Risks
Separate what you know from what you are assuming, and identify possible risks while there is still time to address them.
Many partnership decisions rest on assumptions that have never been tested. When those assumptions prove false, the consequences emerge after the partnership is underway, when they are far more expensive to address. Similarly, possible risks that go unidentified at the outset can materialize into real problems later.
Learn moreDecision Preparation
Prepare for internal decisions and commercial discussions with organized positions, interests, and fallbacks.
Entering a commercial discussion without preparation means negotiating from a position of reaction rather than understanding. Without organized positions, a clear sense of what is ready to decide and what is not, and a structured basis for the conversation, organizations concede value they did not need to concede.
Learn moreDocumentation and Review
Create a documented record of the decision and its reasoning, and schedule reviews as circumstances change.
When a partnership decision is made without a record of what was decided, why, and what alternatives were considered, future reviews must reconstruct the reasoning from memory or start over. When decisions are not revisited as circumstances change, they can become outdated and create new risks.
Learn more