Separating and integrating a global pharmaceuticals business.

Client context

The business context.

A pharmaceuticals company acquired an international business from a larger group. The acquired operations had been organized country by country, creating a need to separate them from the seller while establishing the business and IT infrastructure of the combined company.

Transitional service agreements had a defined expiry, and the acquiring IT organization had limited experience of operating at the new international scale. The program had to connect country-level separation requirements, regulated business processes and a new global IT organization.

The work

How the engagement was delivered.

• Coordinate separation and integration

  Supported distinct carve-out and integration teams with shared program governance, defined responsibilities, milestones and deliverables.

• Build country plans and the global roadmap

  Identified projects, resources and costs, developed country-specific separation plans, and brought them together in the overall integration roadmap.

• Establish the future IT organization

  Defined the high-level organization and governance model, supported the incoming technology leader, and put program-management processes and tools in place.

What changed

Separation delivered with a structure for global IT.

The carve-outs were completed on time and within budget, with transitional services retired across the affected markets. The work also established an IT organization and governance model for global operations and the continuing systems-integration program.