In the face of pressure to increase shareholder value, conglomerates are turning to demerger in an attempt to release value to deliver the expected returns. Yet, this is a complex, traumatic and potentially costly process on which there tends to be limited internal expertise.

With the help of this new report you will be able to overcome these obstacles. Drawing on the author's first hand experience of demerger consultancy for the Burton Group, the briefing details best practice for managing demergers. It will enable you to understand and manage the internal consequences at both a strategic and operational level. For anyone contemplating, or in the midst of, breaking up conglomerates, this briefing is essential reading.

Contents include:

Deciding whether to demerge

• demerging to add value
• reasons given for demerging
• decision-making models
• checklists

Planning how to demerge

• risk analysis
• issues of culture
• success criteria
• demerger competencies

Case study – The Burton Group