A reorganization is only completewhen day-to-day operations work smoothly.
Carve-outs, carve-ins, and reorganizations change IT structures and processes and directly affect employees’ work. To us, it is important to analyze technical dependencies and necessary process changes while keeping the impact on affected teams in mind. We plan and manage the entire transformation process from analysis and target architecture to technical implementation and user support in the finalized environment.
Technical dependencies do not follow an organizational chart.
A company’s systems and processes evolve over decades and often do not align with legal entities or organizational boundaries. Existing technical dependencies are not always fully known within the company. We work with relevant stakeholders to identify all missing information and incorporate the findings into the planning. Should changes or extensions to the project occur, we communicate impact and cost and proceed in agreement with relevant stakeholders.
Business operations set the pace of transition.
Carve-outs, carve-ins, and reorganizations take place while operations continue and often need to follow strict deadlines. The technical transition must be planned in a way that ensures that information, systems, and connections are available and functional in the new structure in the appropriate timeframe. In addition, employees need to become familiar with the new environment and make any necessary organizational adjustments before key deadlines. We keep in mind that stakeholders do not always share the same interests and priorities in these situations and consider this in planning and execution.
The new IT must fit the new organization.
A new corporate structure impacts processes, responsibilities, and IT requirements. These changes must be reflected in technical target architecture and transition. We plan and implement necessary technical adjustments and agree on their impact on scope and costs with relevant stakeholders. Legal restrictions, contractual conditions and potential effects of OT integration are taken into account.
HOW WE SUPPORT YOU
We plan, manage, and implement your technical transition.
We begin by analyzing existing IT structures and dependencies. This analysis and the requirements for the new organization are the basis for technical target architecture and coordinated implementation. The often-demanding timelines of M&A projects are translated into a feasible IT transition plan. During the implementation process, we incorporate emerging additional findings and make their impact on scope, costs, and acceptance transparent.
Technical analysis and transformation planning
We document the existing IT structure and analyze all technical dependencies relevant to transition. We work with responsible stakeholders to obtain missing information and document all findings and requirements.
IT architecture and new IT infrastructure design
Where a carve-out or spin-off requires independent IT infrastructure, we design it to fit the new organization. We clarify required elements and timelines then design and implement a resilient IT architecture ensuring a smooth transition.
IT carve out and separation
An IT carve-out needs clarity which systems, data, and services need to be separated, which will initially continue to be shared, and when the final technical separation is planned. We design the technical plan for the separation, manage individual steps, and systematically eliminate existing dependencies while keeping disruption to business operations to a minimum.
IT carve in and integration
An IT carve-in needs to bring together IT structures initially designed for different organizations. We determine the target environment and which systems must be adapted, migrated, or rebuilt. After that, we plan and manage necessary changes, implement, and ensure all stakeholders and employees can support the process.
IT migration and technical transition
A technical transition changes systems and affects employees’ daily work. We plan and manage the necessary migrations and technical changes along agreed timelines, taking effects on IT environment and teams into account. During technical implementation, we ensure everyone affected moves to the news systems and workflows as quickly as possible, minimizing operational disruption.
Project and transition management
Complex transitions need you to manage many activities simultaneously while stakeholders might have differing priorities. We connect technical work, business deadlines, and organizational requirements while keeping all relevant stakeholders informed. If new findings emerge during the project, we analyze scope, costs, and timelines and coordinate next steps.
OUR WORK IN PRACTICE
Projects and references
ENERGY
STANDALONE IT
IT Carve Out of the Datteln 4 Power Plant
The Datteln 4 power plant’s IT infrastructure needed to be separated from its previous IT and service environment and integrated into purchaser ONYX Power’s IT environment.
Client situation:Datteln 4 depended on the previous owner’s central IT and service organization. As part of the carve-out, these dependencies had to be removed, while the plant’s IT needed to be integrated into system and processes at ONYX Power. This required an analysis regarding impact on critical infrastructure requirements and coordination with multiple stakeholders.
Our contribution:secida managed the entire IT carve-out and coordinated participating business functions and service providers. Our focus was transitioning and integrating Office IT and SAP into ONYX security architecture.
Client outcome:Datteln 4 was fully integrated into ONYX Power’s IT environment. Previous technical IT and service dependencies were removed and the relevant project streams transferred. After transition we followed up with a hypercare phase to ensure smooth change over and operations.
HOW CAN WE HELP?
Let's talk about your upcoming transition.
Are you planning a carve-out, carve-in, or reorganization and want to tackle the technical transition early on? Let’s analyze your current situation and discuss possible solutions.
As a Partner at secida, Bastian Helms leads IT and transformation projects for clients in the energy, industrial, and services sectors. His work centers on ERP migrations, IT carve-outs, and security programs across both mid-sized companies and large enterprises. Before secida, he spent time at Siemens overseeing software rollouts. What sets him apart is his ability to bridge technical project leadership with business development, he takes transformations from strategy all the way through execution.
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