A leading chemical group (€5 billion) wanted to sell one of its three divisions (€1.5 billion in turnover) which was no longer competitive in commodity markets.
The group, built on a highly centralized model, must first carry out an extensive carve-out of this activity in order to make it autonomous. This concerns in particular the information systems and financial processes.
Client issues
To be able to sell one of the three divisions of the group with a revenue of €1.5 billion
and focus on other high value-added activities
Give autonomy to the division by respecting the planned schedule (closing)
in particular in the areas of IT and finance (treasury, management control)
Resolve the issues of team distribution and staffing, 2,400 employees
by maintaining a balanced distribution of skills between the group and the new entity
Transition Manager
A team has been set up
with a CIO, a treasury director and a management control director
The CIO is selected for his expertise in IT cost optimization
in competitive sectors better aligned with this commodity business
2 Finance profiles (treasury, management control) perfectly adapted to the context
from global industrial groups where they have set up processes and teams
