This paper explores the premise where a manager chooses in terms of his or her personal goals a particular way of changing a business organization to create a new, independent business entity as a spin-off from an existing, parent company. No income is seemingly generated by the parent company from the mentioned reorganization or disinvestment, but instead additional costs are incurred, meaning that the decision is economically illogical. A description of alternative models of restructuring a company and its characteristics are given in the paper. The business environment and manager’s position are analysed and tested only in the case of spin-offs, before, during and after. In doing so, this topic is elaborated using the example of a complex company going through a spin-off process. Managers' personal goals are viewed from the context of the new situation. This situation can also be used by the manager to better develop resources or certain production (service) potentials that were suppressed before the spin-off. Furthermore, these goals of the manager are analysed in terms of personal gain, the correlation of the same with the long-term outcome of the spin-off, but also through the elements of entrepreneurial endeavour that due to several factors. It is concluded that there are indeed clear personal goals of managers that influence the choice of the most uncertain, and for the owners potentially the riskiest model of reorganization of the company.