Business Strategy Development, Organizational Restructuring, and Privatization Roadmap for a Middle EasternState-Owned Enterprise
BACKGROUND & OBJECTIVE
A state-owned enterprise (SOE) in the Middle East sought to modernize its business strategy, redefine its organizational structure, and transition toward aPublic-Private Partnership (PPP) model. The goal was to reduce government equity share and attract private sector investors by enhancing operationalefficiency, restructuring management processes, and creating an investment-friendly environment. The project aimed to assess the company’sperformance, develop a five-year strategic plan, outline a privatization roadmap, and establish a restructuring office to oversee implementation.
PROJECT APPROACH
The project was structured into three key phases: assessment, strategy development, and implementation. The assessment phase included acomprehensive diagnosis of all activities and assets, identifying inefficiencies and potential areas for restructuring. The strategy development phasefocused on designing a new organizational structure, defining service/product focus areas, and creating a five-year vision and investment plan. Additionally, a performance management system was introduced to track key business objectives. The implementation phase involved defining the PPP model, identifying private sector partners, and setting up a restructuring office to facilitate the company’s transition toward privatization.
OUR METHODOLOGY
A data-driven approach was applied using industry-standard frameworks and analytical tools. The Organization Review and Analysis tool was used to assess structural inefficiencies, while internal and external benchmarking provided comparative insights from similar industries and international bestpractices. Financial scenario modeling and investor attraction strategies were developed to assess privatization feasibility. Finally, implementation planning ensured structured execution and monitoring of transformation initiatives.
THE RESULTS
The project successfully delivered a comprehensive company and asset value assessment, forming the foundation for a five-year strategic roadmap. ThePPP model and privatization roadmap were presented and approved by key government stakeholders, facilitating regulatory alignment. Additionally,several private sector partners were identified, and discussions were initiated for potential partnerships. The company restructuring office wasestablished, ensuring structured execution of the transformation plan and a smooth transition toward privatization.
