TSA Fatigue: Managing and Exiting Transition Services Agreements Without Burning
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Transition Services Agreements (TSAs) are critical to divestiture execution, but they can also be a source of frustration for IT. These agreements often include complex SLAs, evolving requirements, and deadlines that are at odds with operational realities.
In theory, TSAs are temporary, but we’ve all seen them stretch well beyond the expected timeframe. One of the challenges I’ve seen is keeping IT teams engaged and focused, especially when their attention is split between ongoing support, TSA commitments, and other corporate initiatives.
We encourage our clients to treat TSA execution like a formal project with defined owners, metrics, and phase-out plans. We also advocate for a “begin-with-the-end-in-mind” mindset, so there’s a clear roadmap for handing off services and terminating dependencies.
How do others manage TSA delivery and burnout? What have you found effective when it comes to planning for and actually achieving a clean TSA exit?
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