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Transitioning and embedding the IT environment and Operating Model to a new organisation during a system divesture

The Situation

An organisation needed to “carve out” certain product lines from their portfolio as part of a divestiture and transition people, processes and IT systems to the new acquiring business holder.

The Task

I was approached to assist the buyer, setting up their new IT infrastructure and applications to ensure the manufacturing and financial processes were transitioned and managed autonomously.

The Action / Approach

I designed the high level strategy for migration which ensured legal requirements and key dates were in focus, hired the technical team of specialists and facilitated various workshops to ensure all key stakeholders from both organisations were aware and in agreement with the approach.

A prompt new SAP system build, coupled with the “clone and delete” migration method, facilitated environmental completeness, then parallel running business processes on both old and new, created a confidence and an assurance in new systems allowing a smooth transition to take place during month 4.

Additional functionality, such as BACS and Banking EDI interfaces only required within the buyer organisation were additions, requiring minor configuration and testing.

Bespoke factory operations systems were cloned and cut-over during an agreed quiet period not affecting any manufacturing runs.

The HR system was the final migration step taking place in month 6.

New system policies (such as Disaster Recovery) and procedures (such as change control) were documented and filed.

The Result

The overarching deliverable, to ensure a like-for-like running IT environment, enabled the buyer organisation to have a smooth and transparent takeover.

The managed services we provided met all prescribed SLAs (there were no system outages and KPIs were helped with more modern performant infrastructure)

User training was adapted from the selling organisation as process and operating models were not altered. This facilitated rapid on-boarding for new staff.

We arranged long-term licensing and application support through the selling organisation for a cost-effective solution.

 

Value was delivered by;

  • Successful, timely delivery of evidence based change
  • Improving customer and colleague service and satisfaction
  • Improved credibility with and confidence from across the business
  • Improved project estimation and delivery capability (right first time)
  • Improved delivery efficiency and effectiveness from clarity around process performance

Pains relieved included;

  • Business restructure or reprioritisations
  • Lack of appropriate collaboration tools and ways of working
  • Lack of subject matter expertise and experience
  • Lack of clarity or understanding on operational readiness requirements
  • Lack of appropriate capabilities, skills, tools and methods

Focus In On: Responsible for Project and Programme Delivery

New Areas of Value:

Improved customer and colleague service and satisfaction

Increased credibility with and confidence from across the business

Improved project estimation and delivery capability (right first time)

Higher delivery efficiency and effectiveness from clarity around process performance

Improvements around:

Disruption from business restructure or reprioritisations

Lack of appropriate collaboration tools and ways of working

Lack of subject matter expertise and experience

Lack of clarity or understanding on operational readiness requirements

Relevant Skills

Relevant Business Perspectives

Practice