Solvay underwent a strategic de-merger, splitting the company into two multi-billion-dollar entities within the past 2 years. It has been a massive project involving navigating corporate governance, data and process segregation as well as people management. John will share key insights they have learned through this journey:

·       Overcoming operational challenges such as data and process segregation

·       Developing an effective Project Management Office (PMO) framework for robust corporate and project governance

·       Utilising transition service agreements for continuity while effectively segregating functions

·       How does GBS show up to support significant shifts in strategic moments like this: key takeaways and lessons learned