Expediting TSA Exits to Enable Strategic Transformation

Joseph Joy
Additional contact information
Joseph Joy: Deloitte Consulting LLP

Chapter Chapter 32 in Divestitures and Spin-Offs, 2018, pp 399-411 from Springer

Abstract: Abstract Transition services agreements or TSAs are seen as paths to post-divestiture business continuity. They can support the smooth separation of two independent entities. However, TSAs may also have a downside. They can lock up assets and contribute to stranded cost. With growing pressure on IT departments to reduce stranded costs, some chief information officers (CIOs) are exiting TSAs to preempt their negative operational and financial impacts. Despite their utility in ensuring business continuity, TSAs are binding agreements that prevent both the third-party vendor and the contracting entity from making changes to IT applications and infrastructure covered under the agreements.

Date: 2018
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-1-4939-7662-1_32

Ordering information: This item can be ordered from
http://www.springer.com/9781493976621

DOI: 10.1007/978-1-4939-7662-1_32

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().