Phase 2 (Weeks 6-11): Development of Structural Alternatives
For Phase 2, the team was split into two subteams.One handled spinoff maximization and the other worked on organizational restructuring.

Spinoff Maximization
Armed with more client feedback, the spinoff subteam looked at how to maximize the spinoff value of the new company. This team worked closely with the client to flesh out new strategic alternatives and to help the client best position the opportunities prior to filing for the spinoff with the Securities and Exchange Commission.

Organizational Restructuring
In parallel, the organizational restructuring subteam focused on the remaining slow-growing 90 percent of the business. They assessed several structural alternatives on how to improve the alignment of the client with its market. This process included measuring market opportunities, identifying product and capability gaps, and assessing organizational issues. At the end of this phase, the team devised a three-step plan for restructuring the unprofitable half of the business. A first estimate of the financial impact as well as the organizational impact of the restructuring was developed.