Divestiture Initiative – Information Technology

Marketing Marketing Case Studies, M&A Services

M&A Services

Divestiture initiative – information technology

The Client
An $8B healthcare company and leading provider of both physician-led, outsourced medical services with over 34,000 employees and affiliated clinicians; and, medical transport services providing and managing community-based medical transportation with over 29,000 employees.  

The Challenge
 A recently divested healthcare company, previously publicly traded and moving to private equity ownership, enlisted Dietrich to take over program leadership for several stalled IT workstreams: infrastructure, site migrations, complex and non-complex applications, e-mail, telephony and security. Dietrich’s scope of work also included change management and communications. 

The Approach
Dietrich moved quickly to stabilize the program, identify the root cause of delays and coordinate dependent activities across projects:

  • Assessed accurate status of all projects and sub work streams. 
  • Re-organized projects/workstreams to align with interdependencies and accountabilities. 
  • Identified items impeding progress, conducted root cause analyses and implemented corrective actions to resolve and prevent future occurrences. 
  • Established protocols for sharing information across projects and companies to allow for greater transparency. 
  • Refocused content and cadence of status reporting to enable teams to focus on completing work
  • Re-oriented leadership updates to focus on critical items.

The Result
Dietrich quickly assessed staffing, reporting and project issues that were preventing completion against the required timeline. Dietrich then organized and focused activities to meet required deadlines while ensuring the integrity of ongoing operations and proactively keeping leadership apprised of and engaged to address issues. Dietrich also initiated changes to create a collaborative versus combative relationship with the program leadership of the company being divested. This effort resolved issues between client and consultant change management/communication teams and ensured timely, relevant communication of changes impacting stakeholders and actions required of them.