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Ensure the success of highly publicized IPOs by effectively orchestrating complex preparation activities across multiple teams and organizations.
While public attention falls on the IPO launch date, the real story is in the volume and intricacy of preparations beforehand. Hundreds of activities must be coordinated, involving different disciplines from bankers to technology experts to senior stakeholders. Getting to go live is dependent on these many steps being orchestrated effectively. Using Cutover, organizations can expertly coordinate the complex schedule of activities demanded by an IPO launch.
Plan
Develop robust, detailed runbooks to map out all necessary activities, complete with user assignments, dependencies, timings, and critical paths. Run full-scale rehearsals to hone and perfect the IPO launch ahead of time, ensuring a smooth performance for the go live.
Orchestrate
Execute the sequence of tasks with precision and control, from the pre-launch preparations to the high concentration of activities on the launch day itself, to equally important post-launch tasks. Automate routine manual processes and communications to conserve resources and speed up delivery.
Analyze
Observe detailed event progress in realtime, keeping stakeholders updated and able to proactively address any live issues arising during the IPO launch. Post-event, a full system of record enables thorough evaluation and identification of learnings to carry over to future IPO launch programs.
A large multinational bank was managing the IPOs for three well-known technology companies.
Problem
The bank needed to manage all the preparations to ensure readiness for trading on the stock exchange in the last 48 hours of the IPO. This involved an intricate set of hundreds of activities across the banking and technology teams to enable trading on those stocks. Although not much public attention is paid to the activities leading up to an IPO, the IPO itself is a highly visible event with enormous reputational risk.
Solution
The bank had previously used Cutover for their release and resilience activities and knew it would also be ideal for managing the complex set of steps involved in preparing for an IPO. They used Cutover to manage the checks that needed to be made before the stock was switched on for trading as well as the orchestration of all the activity related to these checks. Cutover provided a single view of all progress leading up to the enablement of the stock for trading and also gave them a central place to manage their communications. This reporting and the orchestration of the activities was automated, removing manual overhead and risk.
The Cutover runbooks orchestrated the activities across 20 teams including bankers, technology and stakeholders, all culminating in ensuring everything was in place for the time when the IPO went public. Cutover provided a view of activities leading up to the event and post-IPO launch.
Outcome
Cutover enabled not only the bank, but all the other parties involved in the IPO to collaborate across their multiple organizations in one place and have visibility of all activity leading up to the IPO. This helped to ensure the success of the highly publicized IPOs that would have caused major reputational and financial damage to all parties involved if it had not been a success. Cutover enabled them to identify any potential issues early on and course correct when needed for a successful IPO. Although public focus is all on the go live itself, all the activity that took place in Cutover before the go live itself enabled it to happen.
