Acquisition type matrix

The decision it supports

Use the acquisition type matrix to compare unlike items without forcing them into one undifferentiated ranking. The working view makes primary value, asset durability, and product future visible so discussion can move from general opinion to a specific action or decision.

When to map the portfolio

Use the acquisition type matrix when a list in finance and company transactions contains materially different cases that should not receive the same response. The matrix is useful only when the anchors for primary value, asset durability, and product future can be supported with evidence.

How the matrix works

The acquisition type matrix is a two-dimensional comparison that gives different positions different management responses. Its core working elements are primary value, asset durability, product future, and team. Those elements belong together because each changes how the others should be interpreted or acted on.

Axes and responses

Primary value

Translate the idea into observable behaviour, including what good practice looks like under pressure and which anti-pattern to avoid. Within the acquisition type matrix, connect this entry to asset durability so the relationship can be reviewed rather than inferred.

Asset durability

Capture asset durability only at the level needed to answer: Is a prospective acquisition primarily for a team, a product, or a strategic asset? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the acquisition type matrix, connect this entry to product future so the relationship can be reviewed rather than inferred.

Product future

Capture product future only at the level needed to answer: Is a prospective acquisition primarily for a team, a product, or a strategic asset? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the acquisition type matrix, connect this entry to team so the relationship can be reviewed rather than inferred.

Team

Capture team only at the level needed to answer: Is a prospective acquisition primarily for a team, a product, or a strategic asset? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the acquisition type matrix, connect this entry to integration so the relationship can be reviewed rather than inferred.

Integration

Capture integration only at the level needed to answer: Is a prospective acquisition primarily for a team, a product, or a strategic asset? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the acquisition type matrix, connect this entry to price logic so the relationship can be reviewed rather than inferred.

Price logic

Capture price logic only at the level needed to answer: Is a prospective acquisition primarily for a team, a product, or a strategic asset? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the acquisition type matrix, connect this entry to sponsor so the relationship can be reviewed rather than inferred.

Sponsor

Assign one accountable owner and distinguish final accountability from contributors, reviewers, and people who must be informed. Within the acquisition type matrix, connect this entry to success metric so the relationship can be reviewed rather than inferred.

Success metric

Define the measure, population, period, source, owner, calculation, baseline, target or reference range, and counterweight. Within the acquisition type matrix, connect this entry to sponsor so the relationship can be reviewed rather than inferred.