When Mergers & Acquisitions require extra effort
A knowledge company made a strategic decision to divest one of their business areas to another company in the market. It required a focused project to secure the profits - for both companies.
The divestment of the business area included projects, customers, and employees. It seemed like an easy task, as the corresponding areas already existed in the company that was to take over the business area. It turned out, however, that the transfer and commissioning process required extra focus and management: The two companies joined forces, worked closely together and thus paved the way for the realization of the expected gains.
Read on and see how the full value of the carve-out and -in process came in house.
With the decision one to divest the business area followed one series of challenges, among other things concerning data and IT: Data and information on projects, customers and employees was to be transferred to the receiving company and integrated into the existing business.
Initially, the task looked easy: it was assessed that data could simply be transferred and that the processes in the two companies were sufficiently similar for the tasks to relatively easy integrate into the the acquiring company. However, after the analysis, it was found that the business area - and thus tasks – to be integrated could not be immediately handled satisfactorily with the standard system and processes of the acquiring company. More effort was needed to realise the foreseen benefits.
The solution was created in close collaboration between the two companies. A project was launched with the aim of providing the acquiring company with a copy of the system that had previously been used to handle the divested business area. Two project managers were put in charge: one from each company. This meant that the selling company provided all their expertise and experience regarding the divested area, the work processes, and the supporting IT system, so that the acquirer was able to build the necessary infrastructure and operating routines. At the same time, a copy of the necessary applications was provided. The acquiring company was thus able to tailor their newly acquired business area and, with the experiences handed over from the selling company as a bonus to ensure optimal value from their investment.
The project experienced several challenges along the way, e.g. in relation to GDPR: With the many data on previous and ongoing projects, it was central that all consents and permits were in place. The copying of the entire application landscape to a new infrastructure combined with the extensive clean-up of data led to a need for a comprehensive and detailed test plan that was a central part of the project's success.
The project’s two assigned project managers had the task of ensuring that all interests and perspectives were taken care of in the best possible way. The two project managers worked closely together, had daily follow-up and status meetings, and saw the project as a joint project with common goals. This common approach spread to the project work and made the two organizations cooperate closely on the tasks.
Projektet har sikret, at den overtagende virksomhed nu kan realisere de forventede gevinster af købet af forretningsområdet, idet den virksomhedens it-systemer er sat i stand til at håndtere de nye processer, som kræves. Gennem projektforløbet har den overtagende virksomhed samtidig sørget for at udbygge deres egne velfungerende supportorganisation, så al drift og support på det nye område nu kører selvstændigt, uden assistance fra den sælgende virksomhed.
Den endelige succes med salg og køb af forretningsområdet blev realiseret gennem projektets fokuserede indsats. Både processer og it-systemer er godt på plads og begge parter kan glæde sig over et godt resultat: Den overtagende virksomhed har udvidet sin eksisterende forretning og den sælgende har opnået et skarpere forretningsmæssigt fokus.
kaastrup|andersen stod for samarbejdet og projektledelsen fra den sælgende parts side og sikrede, at de forventede gevinster blev realiseret.
The project has ensured that the acquiring company is able to realize the anticipated benefits of the acquisition of the business area, since the IT systems of the business are now equipped to handle the new processes that are required. Over the course of the project the acquiring company also made sure to extend their own well functioning support organization, so all operations and support of the new business area now runs independently without any assistance from the selling company.
The ultimate success of the sale and acquisition of the business area was realized through the project’s clear focus and strong effort. Both processes and IT systems are well in place and both parties can look forward to a good result: The acquiring company has expanded its existing business and the selling has gained a sharper commercial focus.
kaastrup|andersen was responsible for the cooperation and project management on the part of the selling party and ensured that the expected gains were realized.
Do you also face challenges related to carve-in or carve-out? Both can present great difficulties, both organizationally, process-wise, and IT-wise. kaastrup|andersen has helped many companies to ensure that the gains from both the purchase and sale of parts of the company are realized as expected. Read about one of our carve-out projects: N1 and Eniig.
Shall we help you too? Contact us and have a non-commital talk about how we together strengthen and lift your company. You are always welcome to contact Lars Glowienka at firstname.lastname@example.org