Post-Acquisition Separation Strategy & Transformation, Operate Models & Processes

Problem Statement – one of the largest Global Energy client organisations decided to divest one of its Business subsidiaries that did not have a ‘Strategic-Fit’ with its Business. Initially, the Client organisation had decided to manage the Separation Programme predominantly internally using its own people capabilities & resources.

The Programme was already late by estimated 14-months marred with a number of serious delivery issues. So, the programme required a full Recovery & Turnaround.

This global Energy & Utilities Organisation engaged us to perform a Recovery & Turnaround, develop & implement its ‘Post-Acquisition’ Separation Strategy, and Planning & Execution. We conducted a full review of the Client’s business requirements, people skills & capabilities, operating models & processes, applications, systems, infrastructure, networks, security, and data centre

We performed a successful Recovery & Turnaround, identified opportunities for improvement, designed a programme of work to underpin the rollout & delivery, organisational structure, people skills & capabilities. We carefully conducted a comprehensive “Strategy Review & Audit” and made recommendations for improvements. Our Specific responsibilities & activities, included (this is just a short summary):

  • Definition & execution of ‘Vision Strategy & Roadmap’, aligning technology with the clientbusiness needs.
  • Effectively performed a 360-degree strategic reviews, presenting recommendations at up to CxO level, and setup the agreed programme for successes e.g. People, Processes, Systems/Tools.
  • Developed People, Operating Models, Process Systems integration Strategy, Transition Agreement Plans (TSA) for migrating contracts.
  • Developed & coordinated large-scale Bid/ITT, vendor selection behalf of the Client.
  • Managed Vendor Contractual delivery assurance to agreed Governance, Price, KPIs, Milestones and managed scope-creeps.
  • Leadership of large resourcing pools of 150+ staff with global remit, including internal & external staffing & partners.
  • Managed global tier-1 vendors/partners e.g. HP, Vodafone, Cable & Wireless, Microsoft, etc.
  • Tracked multi-vendor delivery progress and reported at C-Level Exec Board and Executive Stakeholders.

Successfully performed a Recovery & Turnaround of the failing-programme, and delivered the Post-Acquisition Separation Programme on-time & Budget, while saving the Client £15m by delivering separation agreed Milestone on the agreed Timelines