A Fortune 500 company planned to split into two separate, publicly traded companies by spinning off several of its infrastructure-related businesses. The new entity would provide products and solutions in the construction, energy, and transportation markets.
The spinoff company was tasked with migrating off the existing IT infrastructure and establishing their own — within an extremely aggressive timeline. While separating their assets, infrastructure and applications was the top priority, they also stressed the importance of minimizing disruption to daily operations.
Coordinating Teams And Technology Across 64 Locations
Working under time constraints enforced by the Transition Services Agreement with their former parent company, the new entity sought to balance time and costs by refreshing equipment where it made the most sense. One major hurdle: Their assets were distributed across 64 remote offices in the US and Mexico. After engaging a third party to perform the hands-on technical cutover, it soon became clear that additional Project Management and Change Management skills were needed to execute to the client’s standards. Sendero was called in to fill that crucial gap.
It became instantly clear the project needed more than technical expertise. Success would also require effective logistics and communication. To achieve the client’s goals, Sendero acted as a central hub for equipment procurement, delivery, third-party vendor coordination, and implementation efforts.
Implementation required IT teams to visit 64 client sites and reconfigure the majority of their core IT assets. To minimize disruption, heavy emphasis was placed on early and continuous communication with all impacted employees and their leadership. Clearly informing everyone of what to expect — day by day, hour by hour — was critical to establishing a baseline comfort level, as well as creating an optimal environment for a rapid implementation.