Business Assessment, Restructuring Strategy, and Implementation for a Public Sector Construction Projects Company
BACKGROUND & OBJECTIVE
A public sector construction projects company in a Middle Eastern country sought to enhance organizational performance, develop a new business model, and establish a transformation roadmap. The company required a restructured organizational framework, optimized processes, and a capability-building initiative to improve operational efficiency. The primary objective was to conduct an entity-wide business assessment, define a five-year strategy, and implement transformation initiatives through a structured execution plan.
PROJECT APPROACH
The project was executed in three key phases. First, an in-depth diagnostic review of all activities and assets was conducted to identify areas of inefficiency and improvement. A new vision, mission, and strategic direction were developed to align with government and industry best practices. The second phase involved designing a new organizational structure, refining key business processes, and establishing a performance management system with clearly defined Key Performance Indicators (KPIs). Additionally, a capability-building program was launched, featuring targeted training and workshops to upskill employees. The final phase focused on the execution of transformation initiatives, including the implementation of the new organizational model at the headquarters and branch offices.
OUR METHODOLOGY
A structured methodology was applied, leveraging organizational assessment and benchmarking tools. The Organization Review and Analysis Framework was used to evaluate business operations and identify areas of restructuring. Internal and external benchmarking provided insights into industry best practices and process optimization techniques. Financial planning and scenario modeling were conducted to assess the feasibility of transformation initiatives. An implementation planning framework was deployed to prioritize strategic initiatives and oversee execution. Additionally, HR management strategies and tools were designed to enhance workforce efficiency and ensure alignment with business goals.
THE RESULTS
The project successfully delivered a five-year strategic roadmap, outlining key business objectives and transformation priorities. A new business model was implemented, optimizing operations and aligning the company with international construction industry standards. Key processes were redesigned, and a performance management framework was introduced, integrating KPIs to measure success. A dedicated PMO (Project Management Office) was established, ensuring structured execution and monitoring of strategic initiatives. Additionally, a prioritized list of transformation projects was developed to facilitate phased implementation.
