16
Pre-deal and tech due diligence ·
Identifying separation and integration complexity during DD
How to spot the technology dependencies that set the separation or integration clock before the deal team locks price, TSAs, and Day-1 commitments.
Topic · 14 chapters
IT carve-outs and separations
IT carve-out guidance covering separation scope, TSAs, stranded cost, standalone systems, dependencies, Day-1 readiness, and exit execution.
Chapters
23
Deal structuring and pre-close planning ·
TSA strategy: why most deals get it wrong
Design transition service agreements around the exit path, service economics, and business outcomes so temporary support does not become a value trap.
25
Deal structuring and pre-close planning ·
Separation vs integration: making the right call early
A framework for choosing separation, integration, or a staged approach before system dependencies set the Day-1 risk, TSA clock, and synergy path.
26
Deal structuring and pre-close planning ·
Tech implications of carve-out vs full acquisition deals
How a carve-out or a full acquisition changes technology scope, Day-1 control, one-time cost, and the path from signing to a stable operating model.
27
Day-1 readiness and transition services ·
What Day-1 really means for IT
Define Day-1 as a minimum viable operating state—with pass/fail tests and fallbacks—so you don’t learn your dependencies at 9:00 a.m. after close.
28
Day-1 readiness and transition services ·
Day-1 readiness: systems, people, and data
Day-1 readiness means proving that systems, people, and data work together at close, with evidence-based gates, accountable owners, and fallbacks.
29
Day-1 readiness and transition services ·
Designing and negotiating TSAs that actually work
Translate the exit plan into service schedules, measurable rights, commercial controls, and acceptance gates that keep a TSA temporary and operable.
30
Day-1 readiness and transition services ·
Managing TSA dependencies and exit risks
Control post-close TSA dependencies with evidence-based exit waves, buyer capability gates, and cost decisions tied to value timing.
31
Day-1 readiness and transition services ·
Governance and decision rights during TSA periods
Set up TSA governance that separates service operations from exit decisions, assigns accountable owners, and stops cost and risk drifting after close.
32
Day-1 readiness and transition services ·
Common Day-1 failures and how to avoid them
A control-based method to expose common Day-1 failure paths, prove readiness, and activate fallbacks before ownership changes at close.
33
Post-deal integration and separation execution ·
IT program management in carve-outs and PMIs
How to run the IT work as a deal program—clear owners, decision cadence, and value gates—so you exit TSAs on time and capture value without outages.
41
ERP and core systems transformation ·
SAP in M&A: common scenarios and pitfalls
How to underwrite SAP choices in acquisitions, carve-outs, and integrations before S/4HANA, licensing, data, and TSA constraints set the deal clock.
42
ERP and core systems transformation ·
Microsoft Dynamics 365 in carve-outs and PMIs
Where Dynamics 365 speeds a carve-out or post-merger integration, where tenant, data, and licensing constraints slow it, and how to sequence the decision.
44
ERP and core systems transformation ·
Payroll and HR systems in global separations
A Day-1 and TSA-focused framework for separating payroll, HRIS, time, benefits, and identity without putting employees or compliance at risk.