The automotive company divested a leading brand from their core business and a complex programme of work was instigated to separate the business applications and a large number of data objects to enable the divested entity to become operationally independent. The scale of the programme included the analysis of more than 600 applications, with a final 250 applications being transitioned to a green field infrastructure.
To add to the complexity and challenges, over 9 technologies were involved, a total team size of over 450 people across 3 continents. A robust governance model, was developed, focusing on a stage gate process and change controls. A major aspect was the effective management of risk with the stakeholders across both the 'buyer' and 'seller' organisations with their respective applications and infrastructure partners. This together with a 'one team' mantra enabled the effective transition and separation of this global household brand without any major service disruption or business interruption.