IT Operations Automation · Risk Management
Daimler AG needed to reorganize hundreds of legal structures across 65 countries, split a fully integrated IT environment into entity-specific systems, and manage tax, legal, accounting and employee reallocation risks while carving major business units into independent divisions.
Reported impact
The program created three legally independent divisions, helped position Daimler Truck for a later spin-off, and gave Daimler greater agility, closer customer proximity and continued control over tax and legal compliance during a transformation spanning more than 800 legal entities.
Daimler AG worked with EY-Parthenon to run a global carve-out program that combined artificial intelligence (AI)-based software applications, analytics technology, dedicated digital platforms and internal tracking and reporting to separate business units into legally independent entities. The program started with a complete examination of Daimler's IT system landscape to identify the most relevant systems, their locations and the tax implications of splitting them. Shared platforms and reporting processes then coordinated work streams across tax, legal, accounting, operations and IT, while analytics and AI-based applications helped teams handle the program load and surface stage-by-stage risks. As integrated systems were separated for each entity, Daimler and EY-Parthenon used the digital control layer to keep compliance, employee reallocation and business continuity aligned across the transformation.
Information from Daimler's IT landscape, legal-entity structures, tax obligations and work-stream status fed shared tracking, reporting and digital platforms. Analytics technology and AI-based software applications processed that information to flag risks and coordinate tasks, then Daimler and EY-Parthenon teams used the outputs to steer tax, legal, accounting, IT and employee-separation actions throughout the carve-out.
"EY-Parthenon teams served as a lead advisor on the Daimler restructure for more than two years, with over 500 people working around the globe across all service lines. Artificial intelligence (AI)-based software applications, analytics technology, and dedicated digital platforms helped enable the teams to handle the load and make the restructure and subsequent carve-outs a reality."
"From the beginning, strong organizational processes with internal tracking and reporting were integral to highlighting potential risks at each stage of the restructure."
"The company needed to separate its IT systems and processes so that each legal entity had its own functioning system."
"The successful creation of three legally independent divisions offered Daimler greater agility, closer customer proximity, and the ability to be innovative and grow."
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