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M&A and integration · Divestment and separation

For the separation lead

The perimeter is agreed on paper, then a shared service nobody mapped turns out to run payroll for both sides.

You are pulling one business out of another, and the two have been entangled for years across systems, people, controls and suppliers.

  • Expose where the divested unit depends on the retained organisation, and where the dependency runs the other way.
  • Define the separation perimeter against the operating model, not just the org chart.
  • Turn entanglement into a Transitional Service Agreement list with evidence behind each line.
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What the two models are here

The retained business and the carved-out unit, which today are one operating model. IGX360 Insights traces the connections between them: processes that cross the perimeter, roles that serve both, systems and controls that are shared, suppliers that contract with the parent.

You are looking for connections to sever cleanly, not overlaps to merge. The analysis is the same connected model, read the other way.

Why separation is different

A missed dependency in an integration causes rework. A missed dependency in a separation can leave either the retained or the separated business unable to operate on day one. The evidence has to be complete enough to build a Transitional Service Agreement on.

Retained business Carved-out unit
Compare and match Retain, merge, redesign or retire Target operating model Coverage and assurance
How an adviser uses IGX360 Insights to reconcile two operating models. Compare and match is adviser-driven, with the product surfacing candidates.
What IGX360 Insights does here

It analyses the operating model you can evidence. It does not invent the rest.

IGX360 Insights works from the structured process content both organisations already hold. It reads that content, connects it, and shows you what it can and cannot support. Everything below stays inside one boundary: it analyses the operating model as the repository represents it, not transactional execution and not financial value.

Ships today

Read the operating model both sides hold

  • Repository health and maturity: what is documented, owned, approved and connected.
  • Risk and control gaps: critical processes with no adequate risk, control or owner.
  • Modelling-standard adherence, across different conventions on each side.
  • Dependency analysis, and what a change touches two steps out.
  • Governance and ownership visibility across the connected model.
  • Plain-language questions answered through Iggy, with the source attached.
  • Reporting and structured export for the deal or integration team.

Configured per engagement

Run the harmonisation method on top

  • Synergy substantiation: repository-evidenced overlaps, flagged for validation.
  • Carve-out and separation assessment: entanglement across the perimeter.
  • Day One readiness: the critical processes, owners and dependencies that must hold.
  • Process harmonisation: evidence for each retain, adopt, combine or retire call.
  • Target operating model assurance: does the future state have complete ownership, controls and governance.

These are delivered as a configured method with an adviser, not as buttons in the product.

IGX360 Insights does not match acquirer and target automatically, ingest arbitrary spreadsheets, reconcile across vendor repositories in production, discover transaction-level process execution, calculate financial synergies, or run the integration workflow. It identifies candidates, flags them for validation, and keeps the evidence traceable.

Questions

Divestment and separation: frequently asked questions

Is this Transitional Service Agreement management?

No. IGX360 Insights produces the evidence a TSA is built from: which processes, systems, people and controls cross the separation perimeter, and in which direction the dependency runs. Negotiating and tracking the agreement itself sits elsewhere.

How does it find shared dependencies?

Through dependency and change-impact analysis over the connected operating model. Where a process, role, system or control links the retained business to the unit being separated, that link is visible, along with what else it touches two steps out.

Does it handle a full separation as well as a carve-out?

Yes. The analysis is the same whether the unit is being sold to a trade buyer, spun out, or moved to a standalone entity: identify the entanglement, define the perimeter, and evidence what has to be replaced or replicated.

Can it help with stranded costs?

It identifies shared capabilities that stay with the retained business once the unit leaves, and processes that were run for the unit and now have no consumer. That is the input to the stranded-cost analysis, not the financial model itself.

Related

Same move, a different moment.

The hub

Two operating models, one target, evidence behind every call.

Start here

Operational due diligence

The commercial case assumes the target can be integrated on plan. Nobody has tested whether its operating model can carry that.

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Post-merger integration

You have a target operating model to land, a Day One list that keeps growing, and a synergy case that assumes the process changes underneath it are straightforward.

Read this scenario
Before the decisions are locked

A slice of one function, run through IGX360 Insights.

We build the connected model over a representative slice, and show you what it can evidence and where the gaps are, on your material, in days.

Direct to Gareth. Usually a reply within the working day.
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