Business Strategy Development and Organizational Transformation for a Middle Eastern State-Owned Enterprise
BACKGROUND & OBJECTIVE
A state-owned enterprise (SOE) in the Middle East sought to enhance organizational performance by developing a new business strategy, restructuring its organization, and implementing process improvements. The company faced operational inefficiencies, outdated management structures, and a lack of a clear strategic direction. The objective of the project was to conduct a comprehensive organizational diagnosis, define a five-year strategic roadmap, and implement a modernized business model that aligns with best practices in state-owned enterprise management.
PROJECT APPROACH
The project was structured into three phases: assessment, strategy development, and implementation. The first phase involved an in-depth diagnosis of all organizational activities, assessing existing inefficiencies and identifying areas for restructuring. In the second phase, a new vision, mission, and strategic objectives were developed, along with a redesigned organizational structure and business model. Key business processes were refined, and a performance management system was introduced, incorporating Key Performance Indicators (KPIs) to track organizational success. The final phase focused on implementing the transformation plan, ensuring that the newly designed organization was effectively integrated at both headquarters and branch levels.
OUR METHODOLOGY
A combination of analytical and strategic tools was employed to ensure a data-driven approach to transformation. Organizational review and analysis wereconducted to assess efficiency gaps and define restructuring priorities. Internal and external benchmarking provided comparative insights against industry-leading practices. Financial scenario planning was used to model the feasibility of strategic initiatives and business model adjustments. Finally,implementation planning ensured that execution was structured, measurable, and aligned with key transformation objectives.
THE RESULTS
The project successfully delivered a five-year strategy roadmap, defining key business goals and operational priorities. A new business model wasimplemented, optimizing workflows and aligning operations with modern industry practices. Key business processes were redesigned, and a performancemanagement framework with KPIs was introduced, allowing leadership to monitor progress effectively. The project also resulted in the design andimplementation of a modern HR management strategy, enhancing workforce capabilities. A Project Management Office (PMO) was established to overseethe execution of transformation initiatives, and a prioritized list of strategic initiatives was developed to ensure long-term organizational success.
