Challenge
BFS was closely integrated into the BAUR Group's structures organizationally, technically, and financially. For the sale, the company had to be prepared within a few months to operate independently by the transfer date. At the same time, numerous dependencies between organization, IT, finance, and contracts had to be considered, and coordination between internal departments and the buyer organization had to be managed. A particular challenge was ensuring operational stability for existing customers throughout the entire transaction.
Our Approach
Our team established a structured approach from the outset to manage the carve-out:
- Project Structure: Clear definition of workstreams and responsibilities
- Integrated Project Plan: Consolidation of all activities to create transparency regarding dependencies and to mitigate risks early on
- Governance: Establishment of clear governance structures and regular alignment meetings to efficiently prepare and make decisions
- Stakeholder Management: Facilitated exchange between management, departments, and external partners to ensure key topics were addressed early
Our Contribution
We supported the BAUR Group as central project management and PMO in planning and executing the carve-out, as well as managing communication:
- Project Management: Structuring and steering of a complex transformation project
- Transparency: Establishing transparency on progress, risks, and dependencies
- Coordination: Coordinating the various project participants and workstreams
- Decision Preparation: Preparing decision documents for the Steering Committee
- Communication: Contributing to communication measures for affected employees
