{"id":1629,"date":"2017-05-04T07:52:34","date_gmt":"2017-05-04T07:52:34","guid":{"rendered":"https:\/\/fr.eim.com\/?p=1629"},"modified":"2026-06-12T08:05:38","modified_gmt":"2026-06-12T08:05:38","slug":"carve-out-le-recours-aux-managers-de-transtition","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/business-cases\/carve-out-le-recours-aux-managers-de-transtition\/","title":{"rendered":"CARVE-OUT : Le recours aux managers de transition"},"content":{"rendered":"\n\n[et_pb_section fb_built=\u00a0\u00bb1&Prime; admin_label=\u00a0\u00bbHero Section\u00a0\u00bb _builder_version=\u00a0\u00bb3.27.4&Prime; background_color=\u00a0\u00bb#002c3e\u00a0\u00bb background_enable_image=\u00a0\u00bboff\u00a0\u00bb height=\u00a0\u00bb520px\u00a0\u00bb custom_padding=\u00a0\u00bb6%||0%|||\u00a0\u00bb bottom_divider_style=\u00a0\u00bbslant\u00a0\u00bb bottom_divider_color=\u00a0\u00bb#ffffff\u00a0\u00bb bottom_divider_height=\u00a0\u00bb150px\u00a0\u00bb bottom_divider_flip=\u00a0\u00bbhorizontal\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb background_color_gradient_direction__hover=\u00a0\u00bb180deg\u00a0\u00bb background_color_gradient_direction__hover_enabled=\u00a0\u00bb180deg\u00a0\u00bb background_color_gradient_start_position__hover=\u00a0\u00bb0%\u00a0\u00bb background_color_gradient_start_position__hover_enabled=\u00a0\u00bb0%\u00a0\u00bb background_color_gradient_end_position__hover=\u00a0\u00bb100%\u00a0\u00bb background_color_gradient_end_position__hover_enabled=\u00a0\u00bb100%\u00a0\u00bb][et_pb_row disabled_on=\u00a0\u00bboff|off|off\u00a0\u00bb admin_label=\u00a0\u00bbPage Title Area\u00a0\u00bb _builder_version=\u00a0\u00bb3.27.4&Prime; width=\u00a0\u00bb100%\u00a0\u00bb max_width=\u00a0\u00bb2560px\u00a0\u00bb module_alignment=\u00a0\u00bbcenter\u00a0\u00bb custom_margin=\u00a0\u00bb-2%|auto|0px|auto|false|false\u00a0\u00bb custom_padding=\u00a0\u00bb0px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb3.25&Prime; custom_padding=\u00a0\u00bb|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text admin_label=\u00a0\u00bbHero Section Title\u00a0\u00bb _builder_version=\u00a0\u00bb4.7.0&Prime; text_font=\u00a0\u00bbAbhaya Libre|100|||||||\u00a0\u00bb text_text_color=\u00a0\u00bb#ffffff\u00a0\u00bb text_font_size=\u00a0\u00bb1px\u00a0\u00bb text_line_height=\u00a0\u00bb1.2em\u00a0\u00bb header_font=\u00a0\u00bbMontserrat|700|||||||\u00a0\u00bb header_font_size=\u00a0\u00bb56px\u00a0\u00bb header_letter_spacing=\u00a0\u00bb3px\u00a0\u00bb header_line_height=\u00a0\u00bb1.1em\u00a0\u00bb header_2_font=\u00a0\u00bbMontserrat|700|||||||\u00a0\u00bb header_2_text_color=\u00a0\u00bbrgba(255,255,255,0.6)\u00a0\u00bb header_2_font_size=\u00a0\u00bb90px\u00a0\u00bb header_2_letter_spacing=\u00a0\u00bb3px\u00a0\u00bb header_2_line_height=\u00a0\u00bb1.1em\u00a0\u00bb text_orientation=\u00a0\u00bbcenter\u00a0\u00bb background_layout=\u00a0\u00bbdark\u00a0\u00bb max_width=\u00a0\u00bb80%\u00a0\u00bb module_alignment=\u00a0\u00bbcenter\u00a0\u00bb custom_margin=\u00a0\u00bb1%||0px||false|false\u00a0\u00bb animation_style=\u00a0\u00bbfade\u00a0\u00bb animation_direction=\u00a0\u00bbbottom\u00a0\u00bb animation_duration=\u00a0\u00bb1350ms\u00a0\u00bb header_font_size_tablet=\u00a0\u00bb\u00a0\u00bb header_font_size_phone=\u00a0\u00bb28px\u00a0\u00bb header_font_size_last_edited=\u00a0\u00bbon|phone\u00a0\u00bb header_2_font_size_tablet=\u00a0\u00bb\u00a0\u00bb header_2_font_size_phone=\u00a0\u00bb50px\u00a0\u00bb header_2_font_size_last_edited=\u00a0\u00bbon|phone\u00a0\u00bb text_text_shadow_style=\u00a0\u00bbpreset1&Prime; text_text_shadow_horizontal_length=\u00a0\u00bb0.62em\u00a0\u00bb text_text_shadow_color=\u00a0\u00bb#ffffff\u00a0\u00bb border_color_all=\u00a0\u00bb#000000&Prime; inline_fonts=\u00a0\u00bbPrata,Montserrat\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<h1><span style=\"font-family: Montserrat;color: #ffffff\">Carve-out : le recours aux managers de transition<\/span><\/h1>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1&Prime; admin_label=\u00a0\u00bbsection\u00a0\u00bb _builder_version=\u00a0\u00bb3.22&Prime; custom_margin=\u00a0\u00bb-96px|||||\u00a0\u00bb custom_padding=\u00a0\u00bb||3px|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_row admin_label=\u00a0\u00bbrow\u00a0\u00bb _builder_version=\u00a0\u00bb3.25&Prime; background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb3.25&Prime; custom_padding=\u00a0\u00bb|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text admin_label=\u00a0\u00bbText\u00a0\u00bb _builder_version=\u00a0\u00bb4.7.0&Prime; text_font_size=\u00a0\u00bb20px\u00a0\u00bb text_line_height=\u00a0\u00bb2em\u00a0\u00bb background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb custom_margin=\u00a0\u00bb0px||||false|false\u00a0\u00bb custom_padding=\u00a0\u00bb28px||||false|false\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<h2 style=\"text-align: center\">Retrouvez l&rsquo;intervention de Thierry Fournier \u00e0 l&rsquo;antenne de BFM Business, sur la fonction de Chief Brexit Officer, pens\u00e9e par EIM, indispensable aux entreprises impact\u00e9es par le Brexit.<\/h2>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1&Prime; _builder_version=\u00a0\u00bb3.22&Prime; custom_padding=\u00a0\u00bb3px|||||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_row _builder_version=\u00a0\u00bb3.25&Prime; background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][et_pb_column type=\u00a0\u00bb4_4&Prime; _builder_version=\u00a0\u00bb3.25&Prime; custom_padding=\u00a0\u00bb|||\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb custom_padding__hover=\u00a0\u00bb|||\u00a0\u00bb][et_pb_text _builder_version=\u00a0\u00bb3.27.4&Prime; background_size=\u00a0\u00bbinitial\u00a0\u00bb background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb max_width=\u00a0\u00bb90%\u00a0\u00bb module_alignment=\u00a0\u00bbcenter\u00a0\u00bb global_colors_info=\u00a0\u00bb{}\u00a0\u00bb]<h3 style=\"text-align: justify\"><strong><u>BUSINESS CASE 1 \u2013 CARVE-OUT FINANCIER<\/u><\/strong><\/h3>\n<h2><strong><\/strong><\/h2>\n<h2><strong>L\u2019entreprise<\/strong> :<\/h2>\n<p><span style=\"font-size: large\"> Un Groupe Europ\u00e9en r\u00e9alisant environ 1,2 Mds\u20ac de chiffre d\u2019affaires dans les \u00e9quipements vendus en B to B aux collectivit\u00e9s et aux entreprises. La filiale fran\u00e7aise r\u00e9alise, quant \u00e0 elle, 130 M\u20ac de chiffre d\u2019affaires<\/span><\/p>\n<h2 style=\"text-align: justify\"><strong>Le Contexte<\/strong>\u00a0:<\/h2>\n<p style=\"text-align: justify\"><span style=\"font-size: large\">par l\u2019\u00e9miettement des donneurs d\u2019ordre et le manque de normalisation, le march\u00e9\u00a0fran\u00e7ais oblige les fournisseurs \u00e0 travailler en petites et moyennes s\u00e9rie, ce qui p\u00e8se sur la rentabilit\u00e9 et devient incoh\u00e9rent avec la strat\u00e9gie industrielle du groupe qui vient d\u2019investir dans une unit\u00e9 de grandes s\u00e9ries au UK<\/span><\/p>\n<h2 style=\"text-align: justify\"><strong>Objectif\u00a0:<\/strong><\/h2>\n<p style=\"text-align: justify\"><span style=\"font-size: large\">Le Groupe d\u00e9cide de se s\u00e9parer de ses activit\u00e9s fran\u00e7aises. Il identifie un acqu\u00e9reur pour son site industriel Fran\u00e7ais qui emploie 220 personnes. Pour r\u00e9aliser la cession, il faut faire un \u00ab\u00a0carve-out\u00a0\u00bb pour s\u00e9parer ces activit\u00e9s du reste du groupe. Ce d\u00e9tourage \u00e0 des implications \u00ab\u00a0syst\u00e8mes\u00a0\u00bb (financiers, IT) et \u00ab\u00a0organisation\u00a0\u00bb.<\/span><\/p>\n<h2 style=\"text-align: justify\"><strong>Pourquoi un manager de transition en position de chef de projet pour la partie financi\u00e8re du carve-out\u00a0?<\/strong><\/h2>\n<p><strong><\/strong><\/p>\n<ul style=\"text-align: justify\">\n<li><span style=\"font-size: large\">Urgence\u00a0: L\u2019op\u00e9ration initi\u00e9e d\u00e9but 2015 a \u00e9t\u00e9 mise en stand-by. R\u00e9activ\u00e9e courant 2016, avec un accord de principe avec un acqu\u00e9reur potentiel, elle s\u2019est acc\u00e9l\u00e9r\u00e9e fortement d\u00e9but 2017 puisque l\u2019op\u00e9ration doit \u00eatre finalis\u00e9e \u00e0 fin juillet 2017, avec un timing serr\u00e9 : <\/span>\n<ul>\n<li><span style=\"font-size: large\">Cr\u00e9ation d\u2019une Newco (mars)<\/span><\/li>\n<li><span style=\"font-size: large\">Cr\u00e9ation de l\u2019environnement SAP permettant le fonctionnement de la Newco<\/span><\/li>\n<li><span style=\"font-size: large\">Apport partiel d\u2019actif au 1<sup>er<\/sup> mai<\/span><\/li>\n<li><span style=\"font-size: large\">D\u00e9marrage des op\u00e9rations comptables et financi\u00e8res \u00e0 la m\u00eame date<\/span><\/li>\n<li><span style=\"font-size: large\">Closing au 30 juin<\/span><\/li>\n<li><span style=\"font-size: large\">Reprise par l\u2019acqu\u00e9reur des fonctions comptables, financi\u00e8res et fiscales au 1<sup>er<\/sup> juillet avec la mise en place d\u2019une organisation autonome<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p style=\"text-align: justify\"><\/p>\n<ul style=\"text-align: justify\">\n<li><span style=\"font-size: large\">Le management de transition est parfaitement adapt\u00e9 \u00e0 ce type de situation\u00a0: projet urgent, contraintes de d\u00e9lais fortes, tr\u00e8s forte surcharge de travail pour le directeur financier et ses \u00e9quipes (la cl\u00f4ture annuelle du Groupe et de ses filiales a lieu fin avril\u00a0!) et n\u00e9cessit\u00e9 de disposer d\u2019une expertise tr\u00e8s particuli\u00e8re (Carve-out, apport partiel d\u2019actif) qui n\u2019existe pas dans le Groupe<\/span><\/li>\n<li><span style=\"font-size: large\">Expertise\u00a0: le carve-out est un exercice difficile qui n\u00e9cessite, outre une expertise financi\u00e8re, de bons r\u00e9flexes op\u00e9rationnels (et donc l\u2019exp\u00e9rience de ce type de situation acquise dans d\u2019autres soci\u00e9t\u00e9s)<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify\"><span style=\"font-size: large\"><strong>Le \u00ab\u00a0plus\u00a0\u00bb de la mission\u00a0:<\/strong> appr\u00e9ci\u00e9 pour son expertise, le manager a \u00e9largi sa mission du r\u00f4le de chef de projet financier \u00e0 un r\u00f4le plus large de n\u00e9gociation financi\u00e8re avec l\u2019acqu\u00e9reur\u00a0; il est aussi intervenu sur les diligences l\u00e9gales, fiscales et comptables et sur l\u2019\u00e9laboration du bilan d\u2019apport.<\/span><\/p>\n<p style=\"text-align: justify\"><\/p>\n<h3 style=\"text-align: justify\"><strong><u>BUSINESS CASE 2 \u2013 CARVE-OUT IT<\/u><\/strong><\/h3>\n<h2 style=\"text-align: justify\"><strong>L\u2019entreprise<\/strong>\u00a0:<\/h2>\n<p style=\"text-align: justify\"><span style=\"font-size: large\"> Un groupe Anglais international r\u00e9alisant plus de 4 Mds\u20ac de chiffre d\u2019affaires dans la distribution B to B aupr\u00e8s de clients institutionnels (services publics, collectivit\u00e9s). La filiale fran\u00e7aise r\u00e9alise, quant \u00e0 elle, 700 M\u20ac de chiffre d\u2019affaires.<\/span><\/p>\n<h2 style=\"text-align: justify\"><strong>Le Contexte<\/strong>\u00a0:<\/h2>\n<p style=\"text-align: justify\"><span style=\"font-size: large\">Le fond d\u2019investissement, actionnaire, a r\u00e9alis\u00e9 une op\u00e9ration importante de build-up en reprenant une soci\u00e9t\u00e9, filiale d\u2019un autre grand groupe international, dont l\u2019activit\u00e9 est compl\u00e9mentaire (et concurrente) de la sienne. Le choix a \u00e9t\u00e9 fait de ne pas int\u00e9grer cette acquisition imm\u00e9diatement et, par cons\u00e9quent, d\u2019organiser son fonctionnement de mani\u00e8re ind\u00e9pendante du groupe dont elle \u00e9tait issue.<\/span><\/p>\n<h2 style=\"text-align: justify\"><strong>Objectif\u00a0:<\/strong><\/h2>\n<p style=\"text-align: justify\"><span style=\"font-size: large\">La mission de 18 mois consistait \u00e0 donner \u00e0 la soci\u00e9t\u00e9 acquise les moyens de son ind\u00e9pendance, notamment dans ses syst\u00e8mes, et contrats IT. Pour cela, un choix strat\u00e9gique a \u00e9t\u00e9 fait de dupliquer la structure SAP existante au sein du groupe c\u00e9dant pour la mettre \u00e0 disposition de la filiale c\u00e9d\u00e9e, permettant ainsi de conserver son applicatif et ses process (prise de commande, gestion des entrep\u00f4ts etc..).<\/span><\/p>\n<p style=\"text-align: justify\"><span style=\"font-size: large\">Une difficult\u00e9 majeure \u00e9tait que la situation de concurrence frontale en France entre les activit\u00e9s du groupe acqu\u00e9reur et la soci\u00e9t\u00e9 acquise. Faire coexister les deux, c\u00f4te \u00e0 c\u00f4te, \u00e9tait un challenge pour les \u00e9quipes des deux c\u00f4t\u00e9s.<\/span><\/p>\n<p style=\"text-align: justify\"><span style=\"font-size: large\">Un autre choix strat\u00e9gique a \u00e9t\u00e9 rapidement de cr\u00e9er une structure IT commune \u00e0 ces deux entreprises : d\u00e9finir l\u2019organisation et lancement des premiers recrutements.<\/span><\/p>\n<h2 style=\"text-align: justify\"><strong>Pourquoi un manager de transition\u00a0: <\/strong><\/h2>\n<ul style=\"text-align: justify\">\n<li><span style=\"font-size: large\">Adaptabilit\u00e9\u00a0: le contexte de concurrence entre les soci\u00e9t\u00e9s impliquait une capacit\u00e9 \u00e0 traiter avec des parties prenantes multiples et sans parti pris<\/span><\/li>\n<li><span style=\"font-size: large\">Dur\u00e9e limit\u00e9e au projet (18 mois)<\/span><\/li>\n<\/ul>\n<h2 style=\"text-align: justify\"><strong>Les r\u00e9sultats\u00a0: <\/strong><\/h2>\n<ul style=\"text-align: justify\">\n<li><span style=\"font-size: large\">Apr\u00e8s 18 mois, la structure SAP \u00e9tait op\u00e9rationnelle, les contrats de service et d\u2019infrastructure \u00e9taient sign\u00e9s, le nouveau CIO de l\u2019ensemble en place et la communication pr\u00e9par\u00e9e.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify\"><\/p>\n<p style=\"text-align: justify\"><\/p>\n<p style=\"text-align: justify\"><\/p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=\u00a0\u00bb1&Prime; 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_builder_version=\u00a0\u00bb3.27.4&Prime; global_colors_info=\u00a0\u00bb{}\u00a0\u00bb][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":3448,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"Mai 2017\n<h3><strong><u>BUSINESS CASE 1 \u2013 CARVE-OUT FINANCIER<\/u><\/strong><\/h3>\n<strong>L\u2019entreprise<\/strong>&nbsp;: Un Groupe Europ\u00e9en r\u00e9alisant environ 1,2 Mds\u20ac de chiffre d\u2019affaires dans les \u00e9quipements vendus en B to B aux collectivit\u00e9s et aux entreprises. La filiale fran\u00e7aise r\u00e9alise, quant \u00e0 elle, 130 M\u20ac de chiffre d\u2019affaires\n\n<strong>Le Contexte<\/strong>&nbsp;: par l\u2019\u00e9miettement des donneurs d\u2019ordre et le manque de normalisation, le march\u00e9&nbsp;fran\u00e7ais oblige les fournisseurs \u00e0 travailler en petites et moyennes s\u00e9rie, ce qui p\u00e8se sur la rentabilit\u00e9 et devient incoh\u00e9rent avec la strat\u00e9gie industrielle du groupe qui vient d\u2019investir dans une unit\u00e9 de grandes s\u00e9ries au UK\n\n<strong>Objectif&nbsp;:<\/strong> Le Groupe d\u00e9cide de se s\u00e9parer de ses activit\u00e9s fran\u00e7aises. Il identifie un acqu\u00e9reur pour son site industriel Fran\u00e7ais qui emploie 220 personnes. Pour r\u00e9aliser la cession, il faut faire un \u00ab&nbsp;carve-out&nbsp;\u00bb pour s\u00e9parer ces activit\u00e9s du reste du groupe. Ce d\u00e9tourage \u00e0 des implications \u00ab&nbsp;syst\u00e8mes&nbsp;\u00bb (financiers, IT) et \u00ab&nbsp;organisation&nbsp;\u00bb.\n\n<strong>Pourquoi un manager de transition en position de chef de projet pour la partie financi\u00e8re du carve-out&nbsp;?<\/strong>\n<ul>\n \t<li>Urgence&nbsp;: L\u2019op\u00e9ration initi\u00e9e d\u00e9but 2015 a \u00e9t\u00e9 mise en stand-by. R\u00e9activ\u00e9e courant 2016, avec un accord de principe avec un acqu\u00e9reur potentiel, elle s\u2019est acc\u00e9l\u00e9r\u00e9e fortement d\u00e9but 2017 puisque l\u2019op\u00e9ration doit \u00eatre finalis\u00e9e \u00e0 fin juillet 2017, avec un timing serr\u00e9 :\n<ul>\n \t<li>Cr\u00e9ation d\u2019une Newco (mars)<\/li>\n \t<li>Cr\u00e9ation de l\u2019environnement SAP permettant le fonctionnement de la Newco<\/li>\n \t<li>Apport partiel d\u2019actif au 1<sup>er<\/sup> mai<\/li>\n \t<li>D\u00e9marrage des op\u00e9rations comptables et financi\u00e8res \u00e0 la m\u00eame date<\/li>\n \t<li>Closing au 30 juin<\/li>\n \t<li>Reprise par l\u2019acqu\u00e9reur des fonctions comptables, financi\u00e8res et fiscales au 1<sup>er<\/sup> juillet avec la mise en place d\u2019une organisation autonome<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n&nbsp;\n<ul>\n \t<li>Le management de transition est parfaitement adapt\u00e9 \u00e0 ce type de situation&nbsp;: projet urgent, contraintes de d\u00e9lais fortes, tr\u00e8s forte surcharge de travail pour le directeur financier et ses \u00e9quipes (la cl\u00f4ture annuelle du Groupe et de ses filiales a lieu fin avril&nbsp;!) et n\u00e9cessit\u00e9 de disposer d\u2019une expertise tr\u00e8s particuli\u00e8re (Carve-out, apport partiel d\u2019actif) qui n\u2019existe pas dans le Groupe<\/li>\n \t<li>Expertise&nbsp;: le carve-out est un exercice difficile qui n\u00e9cessite, outre une expertise financi\u00e8re, de bons r\u00e9flexes op\u00e9rationnels (et donc l\u2019exp\u00e9rience de ce type de situation acquise dans d\u2019autres soci\u00e9t\u00e9s)<\/li>\n<\/ul>\n<strong>Le \u00ab&nbsp;plus&nbsp;\u00bb de la mission&nbsp;:<\/strong> appr\u00e9ci\u00e9 pour son expertise, le manager a \u00e9largi sa mission du r\u00f4le de chef de projet financier \u00e0 un r\u00f4le plus large de n\u00e9gociation financi\u00e8re avec l\u2019acqu\u00e9reur&nbsp;; il est aussi intervenu sur les diligences l\u00e9gales, fiscales et comptables et sur l\u2019\u00e9laboration du bilan d\u2019apport.\n\n&nbsp;\n<h3><strong><u>BUSINESS CASE 2 \u2013 CARVE-OUT IT<a href=\"https:\/\/fr.eim.com\/wp-content\/uploads\/2017\/05\/austris-augusts-140145.jpg\"><img class=\"size-full wp-image-1636 alignright\" src=\"https:\/\/fr.eim.com\/wp-content\/uploads\/2017\/05\/austris-augusts-140145.jpg\" alt=\"\" width=\"450\" height=\"290\"><\/a><\/u><\/strong><\/h3>\n<strong>L\u2019entreprise<\/strong>&nbsp;: Un groupe Anglais international r\u00e9alisant plus de 4 Mds\u20ac de chiffre d\u2019affaires dans la distribution B to B aupr\u00e8s de clients institutionnels (services publics, collectivit\u00e9s). La filiale fran\u00e7aise r\u00e9alise, quant \u00e0 elle, 700 M\u20ac de chiffre d\u2019affaires.\n\n<strong>Le Contexte<\/strong>&nbsp;: le fond d\u2019investissement, actionnaire, a r\u00e9alis\u00e9 une op\u00e9ration importante de build-up en reprenant une soci\u00e9t\u00e9, filiale d\u2019un autre grand groupe international, dont l\u2019activit\u00e9 est compl\u00e9mentaire (et concurrente) de la sienne. Le choix a \u00e9t\u00e9 fait de ne pas int\u00e9grer cette acquisition imm\u00e9diatement et, par cons\u00e9quent, d\u2019organiser son fonctionnement de mani\u00e8re ind\u00e9pendante du groupe dont elle \u00e9tait issue.\n\n<strong>Objectif&nbsp;:<\/strong> La mission de 18 mois consistait \u00e0 donner \u00e0 la soci\u00e9t\u00e9 acquise les moyens de son ind\u00e9pendance, notamment dans ses syst\u00e8mes, et contrats IT. Pour cela, un choix strat\u00e9gique a \u00e9t\u00e9 fait de dupliquer la structure SAP existante au sein du groupe c\u00e9dant pour la mettre \u00e0 disposition de la filiale c\u00e9d\u00e9e, permettant ainsi de conserver son applicatif et ses process (prise de commande, gestion des entrep\u00f4ts etc..).\n\nUne difficult\u00e9 majeure \u00e9tait que la situation de concurrence frontale en France entre les activit\u00e9s du groupe acqu\u00e9reur et la soci\u00e9t\u00e9 acquise. Faire coexister les deux, c\u00f4te \u00e0 c\u00f4te, \u00e9tait un challenge pour les \u00e9quipes des deux c\u00f4t\u00e9s.\n\nUn autre choix strat\u00e9gique a \u00e9t\u00e9 rapidement de cr\u00e9er une structure IT commune \u00e0 ces deux entreprises&nbsp;: d\u00e9finir l\u2019organisation et lancement des premiers recrutements\n\n<strong>Pourquoi un manager de transition&nbsp;: <\/strong>\n<ul>\n \t<li>Adaptabilit\u00e9&nbsp;: le contexte de concurrence entre les soci\u00e9t\u00e9s impliquait une capacit\u00e9 \u00e0 traiter avec des parties prenantes multiples et sans parti pris<\/li>\n \t<li>Dur\u00e9e limit\u00e9e au projet (18 mois)<\/li>\n<\/ul>\n<strong>Les r\u00e9sultats&nbsp;: <\/strong>\n<ul>\n \t<li>Apr\u00e8s 18 mois, la structure SAP \u00e9tait op\u00e9rationnelle, les contrats de service et d\u2019infrastructure \u00e9taient sign\u00e9s, le nouveau CIO de l\u2019ensemble en place et la communication pr\u00e9par\u00e9e.<\/li>\n<\/ul>\n&nbsp;\n\n&nbsp;\n\n&nbsp;","_et_gb_content_width":"","footnotes":""},"categories":[2268,1360],"tags":[],"class_list":["post-1629","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-cases","category-le-management-de-transition"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v28.2 (Yoast SEO v28.2) - 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