Organise diligence around value
A long issues list is not a transaction strategy. Findings should be linked to their economic consequence, likelihood, potential mitigation and relevance to price or contract terms.
Create one commercial risk register
Technical, legal, fiscal and operational workstreams should converge into a common view of value and exposure. This allows the bid team to distinguish information requests from matters that require protection in the transaction documents.
Prepare for the negotiation
For each material issue, the team should know its preferred solution, acceptable fallback and economic limit. That discipline turns diligence into a negotiating position rather than a retrospective report.
This perspective is general information, not investment, legal, tax or transaction advice. Obtain advice for your specific circumstances.