Completion rate increased by 38 percentage points — ChangeMaker in a carve-out from an industrial conglomerate

The conglomerate was under pressure to change due to declining margins and high debt. The unit to be spun off was not part of the parent group's core business. The aim of the carve-out was therefore to free up capital, sharpen the strategic focus on the core business, strengthen the competitiveness of the unit being spun off, and achieve a fair valuation on the stock market. Because sale options quickly emerged and the value depended on demonstrably completing the carve-out, management was under time pressure. Operational control of the carve-out was handed over to the management of the unit to be separated.

Twenty topic-specific carve-out teams were formed. Carve-out checklists for the 20 topics were adapted and uploaded into ChangeMaker. In total, the plan comprised 2,500 action items with ownership and a deadline, i.e. about 30 items for each of the 80 employees involved in the project. Team rooms and management reporting were already suitably prepared in the ChangeMaker template — the remaining no-code customizing was completed within 2 days. The majority of those involved were already familiar with ChangeMaker, so only three additional one-hour trainings were carried out. Besides activities, the separation costs were also planned in ChangeMaker, so that all participants could keep an entrepreneurial view of the design options and their consequences.