Agility and responsiveness are key to realizing merger and acquisition benefits: A case study
As the insurance marketplace evolves, merger and acquisition transactions are becoming primary growth strategies for many organizations. Capturing value quickly is typically a key transaction goal—but one that is more often than not hard to achieve, particularly in “carve-out” situations that create a new stand-alone entity.
In this article, we examine a carve-out case study that highlights several critical success factors—including program management and technical expertise—to consider in planning for a transaction.
The business issue
The client was a newly independent organization still heavily reliant on its parent company for IT services and support, as well as for shared services such as human resources and legal services. The company’s leadership recognized the need to reproduce services formerly provided by the parent company and stand up independent internal operations as quickly as possible.
Goals for the separation initiative included:
To help the company achieve its goals, we worked closely with the project director and team leads to:
The company was able to develop an IT transition strategy, governance, and structure for the full transition services agreement (TSA) period. This, in turn, enabled the company to:
For more information about this client example, please contact Laura Yorks at firstname.lastname@example.org.