Many financial services organizations are highly complex, integrated businesses which poses a number of challenges when attempting to separate parts of that business. Many lack a true understanding of the extent to which their people, processes, assets, contracts, technology and infrastructure are integrated across their businesses, geographies and functions.
Selling a business or division may make strategic sense, but unless the separation challenges and the cost implications are understood, it can significantly affect the deal value, and the effects on the team involved.
A key lesson is to invest time and effort upfront to try to identify all the separation touch points and prioritize those where costs and risks may be material as this can potentially boost the sale price and mitigate the risk of damage to the parent business.