Breaking up is hard to do: Unlocking the value of corporate functions in a divestiture
Company executives have become quite good at releasing trapped value through the divestiture of noncore businesses, but they often overlook the significant value that can be had by correctly separating corporate functions shared by the parent and spin-off companies. Those that approach this undertaking with the right focus and intent can accomplish in short order what might have taken years to reengineer in the old support services organization. Not only can they recalibrate the parent’s functions to better support the refocused core business and its critical few capabilities, but they can also design the ideal corporate core for the spin-off from the ground up.
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