STRUCTURE
Carve Out Framework
After discussing complexity driver of a Carve Out, Module 1 gives an overview of the major phase and the key tasks in a Carve Out process. Module 1 also discusses the impact of the M&A process on the nature and the timing of key tasks in a Carve Out process. Further, Module 1 describes how teams of experts need to work together during a Carve Out project.
Carve Out context
- Divestment approaches
- Degree of entanglement
- Complexity driver
Carve Out process
- Blueprinting Phase
- Preparation Phase
- Execution Phase
- Operational Separation
- People Alignment
Carve Out process and divestment approach
- M&A process
- Type of buyers
- Due Diligence
- Signing
Carve Out project organization
- Teams of experts
- Project Management
- Steering Committee
- Workout
Lesson learned
Self Check
People Alignment
After describing the typical emotional reaction of employees who are part of a Carve Out, Module 2 presents communication measures to sustain organizational morale and productivity during a Carve Out process. Module 2 also presents approaches to identify, retain and motivate key people as well as to align key people’s interests with the overall objectives of a Carve Out.
The individual‘s perspective
- Feelings of uncertainty
- Change path
- Workout
- Case
- Expert statement
Communication
- Communication needs
- Communication limitations
- Communication measures
- Workout
Key people
- Carve Out’s key people
- RemainCo’s key people
- Workout
- Case
- Expert statement
- Key people’s interests
Incentives
- Monetary rewards
- Opportunities w/in the Carve Out
- Recognition experiences
- Excursus
Lesson learned
Self Check
Operational Separation
After detailing how to determine the scope of a Carve Out, Module 3 describes how to develop the target operating model of a Carve Out. Further, Module 3 discusses lead time requirements to ensure a timely Day 1 as well as the role of Transitional Services to ensure the business continuity of a Carve Out. Module 3 also discusses separation costs and dissynergies that need to be considered when carving out assets or businesses.
Scope
- Scoping guidelines
- Continuing Services
- Case
- Expert statement
- Workout
Target operating model
- Processes
- People
- Platforms
- Fit-for-purpose TOM
- Case
- Expert statement
- Workout
Separation plan
- Lead time requirements
- Example: IT separation
- Case
- Expert statement
- Workout
Transitional Services
- Transitional Service Agreement
- Delivery model
- Case
- Expert statement
- Workout
Separation costs and dissynergies
- Separation costs
- Stranded costs
- Dissynergies
Lesson learned
Self Check
STRUCTURE
Carve Out Framework
After discussing complexity driver of a Carve Out, Module 1 gives an overview of the major phase and the key tasks in a Carve Out process. Module 1 also discusses the impact of the M&A process on the nature and the timing of key tasks in a Carve Out process. Further, Module 1 describes how teams of experts need to work together during a Carve Out project.
Carve Out context
- Divestment approaches
- Degree of entanglement
- Complexity driver
Carve Out process
- Blueprinting Phase
- Preparation Phase
- Execution Phase
- Operational Separation
- People Alignment
Carve Out process and divestment approach
- M&A process
- Type of buyers
- Due Diligence
- Signing
Carve Out project organization
- Teams of experts
- Project Management
- Steering Committee
- Workout
Lesson learned
Self Check
People Alignment
After describing the typical emotional reaction of employees who are part of a Carve Out, Module 2 presents communication measures to sustain organizational morale and productivity during a Carve Out process. Module 2 also presents approaches to identify, retain and motivate key people as well as to align key people’s interests with the overall objectives of a Carve Out.
The individual‘s perspective
- Feelings of uncertainty
- Change path
- Workout
- Case
- Expert statement
Communication
- Communication needs
- Communication limitations
- Communication measures
- Workout
Key people
- Carve Out’s key people
- RemainCo’s key people
- Workout
- Case
- Expert statement
- Key people’s interests
Incentives
- Monetary rewards
- Opportunities w/in the Carve Out
- Recognition experiences
- Excursus
Lesson learned
Self Check
Operational Separation
After detailing how to determine the scope of a Carve Out, Module 3 describes how to develop the target operating model of a Carve Out. Further, Module 3 discusses lead time requirements to ensure a timely Day 1 as well as the role of Transitional Services to ensure the business continuity of a Carve Out. Module 3 also discusses separation costs and dissynergies that need to be considered when carving out assets or businesses.
Scope
- Scoping guidelines
- Continuing Services
- Case
- Expert statement
- Workout
Target operating model
- Processes
- People
- Platforms
- Fit-for-purpose TOM
- Case
- Expert statement
- Workout
Separation plan
- Lead time requirements
- Example: IT separation
- Case
- Expert statement
- Workout
Transitional Services
- Transitional Service Agreement
- Delivery model
- Case
- Expert statement
- Workout
Separation costs and dissynergies
- Separation costs
- Stranded costs
- Dissynergies
Lesson learned
Self Check
STRUCTURE
Carve Out Framework
After discussing complexity driver of a Carve Out, Module 1 gives an overview of the major phase and the key tasks in a Carve Out process. Module 1 also discusses the impact of the M&A process on the nature and the timing of key tasks in a Carve Out process. Further, Module 1 describes how teams of experts need to work together during a Carve Out project.
Carve Out context
- Divestment approaches
- Degree of entanglement
- Complexity driver
Carve Out process
- Blueprinting Phase
- Preparation Phase
- Execution Phase
- Operational Separation
- People Alignment
Carve Out process and divestment approach
- M&A process
- Type of buyers
- Due Diligence
- Signing
Carve Out project organization
- Teams of experts
- Project Management
- Steering Committee
- Workout
Lesson learned
Self Check
People Alignment
After describing the typical emotional reaction of employees who are part of a Carve Out, Module 2 presents communication measures to sustain organizational morale and productivity during a Carve Out process. Module 2 also presents approaches to identify, retain and motivate key people as well as to align key people’s interests with the overall objectives of a Carve Out.
The individual‘s perspective
- Feelings of uncertainty
- Change path
- Workout
- Case
- Expert statement
Communication
- Communication needs
- Communication limitations
- Communication measures
- Workout
Key people
- Carve Out’s key people
- RemainCo’s key people
- Workout
- Case
- Expert statement
- Key people’s interests
Incentives
- Monetary rewards
- Opportunities w/in the Carve Out
- Recognition experiences
- Excursus
Lesson learned
Self Check
Operational Separation
After detailing how to determine the scope of a Carve Out, Module 3 describes how to develop the target operating model of a Carve Out. Further, Module 3 discusses lead time requirements to ensure a timely Day 1 as well as the role of Transitional Services to ensure the business continuity of a Carve Out. Module 3 also discusses separation costs and dissynergies that need to be considered when carving out assets or businesses.
Scope
- Scoping guidelines
- Continuing Services
- Case
- Expert statement
- Workout
Target operating model
- Processes
- People
- Platforms
- Fit-for-purpose TOM
- Case
- Expert statement
- Workout
Separation plan
- Lead time requirements
- Example: IT separation
- Case
- Expert statement
- Workout
Transitional Services
- Transitional Service Agreement
- Delivery model
- Case
- Expert statement
- Workout
Separation costs and dissynergies
- Separation costs
- Stranded costs
- Dissynergies
Lesson learned
Self Check
