Cargotec Demerger: Separating Kalmar, Hiab, and MacGregor

How Melkki and Midagon Supported

The Melkki team supported Cargotec’s management by supporting the Separation Management Office through leading cross-domain coordination and program management as well as leading one of the application separation waves. Melkki also supported in the contract separation and transition service agreements areas, ensuring alignment between business, IT, and leadership throughout the transformation.

The Midagon team complemented this work by providing experienced leadership across application and infrastructure domains. Acting as domain and application project managers, Midagon supported finance, sourcing and infrastructure area carve-outs, bringing proven expertise from large-scale M&A and carve-out programs.

During the separation of MacGregor and Hiab, the MacNorsu program, supported by Melkki and Midagon, ensured business continuity and seamless execution across all domains.

Results and Impact

The technical separation was delivered on schedule and within budget, with no major business disruptions. Kalmar launched Day 1 with a fully operational IT stack, and MacGregor emerged as a fully independent company with its own IT infrastructure and applications. Business continuity was secured throughout the transition, providing a strong foundation for the new IM organisations.

“Being able to bring in a team of experts, not only with great project management experience but also experience from previous large-scale M&A activities, was a fantastic asset for us. It helped us get organised quickly, avoid pitfalls, and focus on our team efforts on their core competencies. The Midagon team supported our targets at all levels, and we much appreciate their efforts on this complex but rewarding project,” said Tapani Koskinen, Enterprise Architect at Cargotec.

“The Melkki team of specialised professionals, with their proactive attitude, was a key asset for us throughout the separation project. The team was ready to challenge us and bring new insights when needed, support when needed, and always carried through their part of the workload,” said Pia Lax-Lehtelä, Separation Management Office Lead.

“Being able to scale up the capacity and capability of the separation team using a team of experienced externals was pivotal for us in a situation where we had divested part of the IT organisation through the Kalmar divestment. The team members from Melkki and Midagon were hands-on, came with solid previous experience and provided us with good and positive challenge when needed,” said Ferdi Dijk, Norsu IT Separation Program Lead.