Transformation program for a leading construction company in the region
Situation
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A multi-billion conglomerate facing stagnating growth, and decreasing margins. We were assigned us to review develop its strategy and review the operating model
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Reviewed current situation, conducted detailed assessment across each LoB from financial, operational and capability to identify strategic challenges
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Developed understanding of organization, staffing levels roles down to lowest level; Identified governance entities; BoD, ExecCom and DevCom, developed understanding of role, membership and modus operandi; Mapped key management processes
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Conducted extensive benchmarking exercise for construction players operating model globally/ regionally, derived lessons learnt and implications for Group
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Developed a 5-year strategy that revolved around 3 pillars of clarifying strategic focus, improving competitiveness / credibility, and addressing cash flow issues
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Highlighted challenges and improvement areas in org structure, identified gaps in existing governance, that mirror strategic focus and implicate new operating model
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Designed new org structure inc. roles / responsibilities for each dep. down to lowest level, inter-dep. relationships, JDs, staffing
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Developed and managed migration to the new operating including the selection process of existing and new employees, handover process and forms, etc
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Designed new governance model including different entities, board representations and members, modus operandi, authority matrix, initial agenda topics, etc
Contribution
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Average 13% year on year growth over the following 4 years, compared to 2% average growth in the previous 4 years