Overview
Once the carve-out is live, executives must replace project-style oversight with enduring corporate governance. The bullets below describe the essential structures—board committees, management cadence, policies, and control mechanisms—that keep the organization compliant, transparent, and performance-oriented.
- Board of Directors
• Constitute Audit, Risk, Remuneration, and (if applicable) ESG committees within 30 days.
• Approve annual operating plan, capital-allocation policy, and delegated-authority matrix. - Executive Leadership Team (ELT)
• Weekly ELT meeting focused on P&L, cash, customer KPIs, and TSA-exit progress.
• Monthly strategy review to validate post-close value-creation roadmap. - Management Operating Rhythm
• Daily operations huddle—plant or service center leads review safety, quality, on-time performance.
• Weekly functional dashboards rolled up to the ELT; red items escalate within 24 hours. - Policy & Control Framework
• Issue Finance, Procurement, HR, and IT policies under new entity letterhead by Day 30.
• Implement SOX/ICS control inventory; assign control owners and quarterly self-assessments. - Reporting & Analytics
• Close first standalone month-end within agreed timeline; distribute flash P&L, balance sheet, and cash-flow.
• Stand up KPI cockpit (operations, commercial, people, risk) in Power BI or equivalent; refresh daily. - TSA Exit Governance
• Integrate TSA exit milestones into standard ELT and board packs.
• Apply automatic fee escalators after sunset dates to maintain urgency. - Risk & Compliance Committee (Management Level)
• Bi-weekly session chaired by the General Counsel; reviews litigation, regulatory filings, data-privacy incidents.
• Maintains live risk register and ensures mitigation actions stay on track. - Continuous-Improvement Engine
• Launch “Day 1+90 Kaizen Wave” to eliminate manual work-arounds left over from separation.
• Tie improvement ideas to benefit-tracking dashboard (cost, cycle time, customer satisfaction). - Deliverables (first 90 days)
• Board-committee charters and annual calendar.
• Delegated-authority and approval-limits schedule published to managers.
• Policy manual version 1.0 uploaded to intranet; employee acknowledgement rate ≥ 95 %.
• First TSA exit certificate signed; updated TSA dashboard shows remaining services and target sunsets.
• Internal-control testing plan approved by Audit Committee. - Common Pitfalls
• Retaining “project mode” decision making—unclear accountability after PMO dissolves.
• Delayed policy issuance—managers create ad-hoc rules that conflict across sites.
• Overlooking data-privacy compliance for new systems stood up post-close.
• Allowing TSA exits to slip because they are no longer on the project critical path.
Installing these governance and operating structures quickly anchors the new company in disciplined management, supports external stakeholder confidence, and frees leadership to pursue the growth thesis that justified the carve-out in the first place.
