Business Assessment, Restructuring Strategy, and Implementation for a State-Owned Engineering & Construction Company
BACKGROUND & OBJECTIVE
A state-owned engineering and construction company sought to assess its business structure, improve operational efficiency, and transition toward a self-sustaining financial model. Historically dependent on federal funding, the company faced challenges in modernization, restructuring, and strategic alignment with government objectives. The objective of this project was to conduct a comprehensive business and asset assessment, develop a restructuring strategy, and create a roadmap for transformation that supports self-funding and capital infusion while enabling operational success.
PROJECT APPROACH
The project followed a structured three-phase approach: assessment, strategy development, and implementation. Initially, a detailed operational performance review was conducted across all functions and departments to identify inefficiencies and areas for improvement. A strategic roadmap was then outlined, aligning the company’s restructuring efforts with broader government objectives. This roadmap included the creation of strategic action plans, organizational restructuring recommendations, and an execution roadmap for modernization. The final phase focused on implementing key initiatives, including the setup of a Project Management Office (PMO), establishment of new strategic departments, and capability-building programs to ensure long-term sustainability.
OUR METHODOLOGY
The project leveraged a comprehensive assessment and restructuring framework to drive transformation. The “5 S” Strategic Assessment Framework was used to analyze operational gaps and identify areas of optimization. Employee productivity benchmarking was conducted to improve workforce efficiency and align skills with industry standards. Strategic business projects and traffic light reporting mechanisms were introduced to monitor progress, while a structured implementation roadmap ensured systematic execution of strategic initiatives. The methodology also incorporated training programs to upskill employees and enhance organizational capabilities.
THE RESULTS
Within the first six months, the project delivered significant milestones, including a comprehensive business and asset assessment and a strategic restructuring plan. The PMO was successfully established, along with new strategic departments, ensuring better governance and operational efficiency. A major success factor was the extensive capacity-building effort, which included 500+ training man-days conducted abroad and over 1,000 training man-days within the country. These efforts played a crucial role in enhancing employee capabilities and ensuring the long-term sustainability of the transformation.
