1: STRATEGY EXECUTION AND VISION REALIZATION

Context

Considering the time, effort, and cost involved in developing a new strategy, entities need to ensure they have the right foundations in place to achieve a successful implementation.
Setting up and operating a Strategy Execution and Vision Realization Office was designed to achieve:

• More efficient and effective control.
• All cases of non-compliance indicating a deviation from plan with regards to timeframe and budget for initiatives, programs, and portfolios being diagnosed, monitored, and rectified.
• Greater clarity in assessing the progress of the strategy implementation; strategic performance measurement; and the extent to which targets are being achieved.
• Separation of procedures between the mechanism for following-up the strategic initiatives emanating from the internal strategy versus those assigned as part of the national strategy (Vision 2030), while ensuring their compatibility and integration. 

Approach:

The project was conducted in the following stages:

• Design the governance of the Strategy Execution Office by defining the organizational structure, methodologies, standard work procedures, roles and responsibilities, tools to measure and monitor key performance indicators, forms, and electronic systems required to support the process of following-up the implementation of projects and the extent to which those implementations contributed to achieving the overall vision.
• Support the operation of the Office using our team of experts, then perform the required knowledge transfer to the internal team.

The outcome:

• Ensured better integration and coordination of all stakeholder efforts.
• Provided support for the decision-making process based on systematic reports of strategic performance.
• Contributed to the achievement of the client’s strategic goals through the successful implementation of portfolios, programs, and projects.
• Enabled smooth and timely reporting to internal and external stakeholders

 

2: DESIGN AND OPERATION OF A PROJECT MANAGEMENT OFFICE (PMO)

Context

Enterprises need their project management teams to have the ability to apply strong practice methodologies, procedures, and tools that will ensure the successful execution of major projects in increasingly complex business and technical environments. The setup and operation of a Project Management Office within the client’s organization was designed to achieve:

• Consistency and standardization of project management practices across the organization
• More efficient and effective project monitoring and controlling
• Greater clarity in assessing the progress of project execution; performance measurement; and the extent to which objectives are being achieved

Approach:

The project was conducted in the following stages:

• Evaluate the current project management work environment; skills and competencies; standard practices; and electronic systems
• Design the governance of the PMO by defining the organizational structure, methodologies, standard work procedures, roles and responsibilities, project monitoring and controlling procedures, tools to measure performance, forms, and required electronic systems to support the project management processes
• Support the operation of the PMO using our team of experts, then perform the required knowledge transfer to the internal team

The outcome:

• Ensured better integration and coordination of all stakeholder efforts
• Improved decision-making
• Increased planning efficiency
• Increased levels of transparency regarding project status and performance
• More accurate and timely data to enhance predictability and support corrective actions

 

3: BUSINESS PROCESS RE-ENGINEERING AND OPTIMIZATION

Context

Under the pressure of performing daily operational tasks, many organizations lack the time or the expertise to work on documenting, reviewing, and optimizing their business processes. However, ongoing process re-engineering has a critical role to play in producing top business performance. Establishing a Business Process Management Unit aimed to achieve:

• A systematic, process-driven transformation of business operationsbased on a holistic, multi-dimensional view of all components of the operating environment and their interdependencies
• The ability to make informed long-term decisions about change requirements to enable tight integration between the business model, operating model, and enterprise strategy
• The documentation of clear and unified work procedures that support the shift to the institutional work model and limit the invocation of personal estimates

Approach:

The project was conducted in the following stages:

• Review and document As-Is processes to understand the value chain and establish a baseline for the current state.
• Study and analyze the current state; evaluate its effectiveness, efficiency, and suitability in the business environment; and identify gaps in comparison with best practice.
• Design a target-state business model, and propose developments in operations to bridge gaps and improve performance.
• Develop and document policies and procedures manuals – the main reference for controlling business governance.
• Support the operation of the Business Process Management Unit using our team of experts, then perform the required knowledge transfer to the internal team.

The outcome:

• Established a new Business Process Management Unit that improved business performance, effectiveness, and efficiency.
• Provided information that supported building and enhancing the knowledge management system, and formed the knowledge base.

 

4: DESIGN AND IMPLEMENTATION OF CHANGE MANAGEMENT PROGRAMS

Context

One of the critical success factors on any transformation journey is the ability to manage the change process. That involves having the necessary tools and techniques to help each part of the enterprise keep up with the program; developing an institutional culture that improves the chance of a successful implementation of the proposed solution; and applying effective strategies and support systems to minimize resistance. Setting up and operating a change management program for the client aimed to achieve:

• A greater chance of success with the transformation journey by identifying and managing the internal and external motivating factors to support or hinder the targeted change.
• The embracement of change becoming accepted as a distinguishing feature of a revitalized corporate culture.

Approach:

The project was conducted in the following stages:

• Study the transformation journey and develop a clear understanding of all requirements for success.
• Develop a set of change management and communication strategies
• Identify risks and mitigation mechanisms.
• Develop change management implementation and communication plans.
• Determine the most important strategic indicators to measure the success of the transformation journey.
• Support the implementation of the change management program using our team of experts, then perform the required knowledge transfer to the internal team.

The outcome:

• Formed a strong team to lead the transformation effort by forming alliances and creating a sense of excitement.
• Enabled change that was focused on the human factor as a basis for enabling the transformation.
• Formulated a change strategy that enabled the achievement of key performance targets by defining realistic outcomes

 

5: RISK MANAGEMENT

Context

Risk management contributes to better preparation for the future by helping to reduce the possibility of exposure to risks while limiting their negative effects. Risk management also helps to preserve and promote business sustainability. Setting up and operating a Risk Management Unit for a client aimed to achieve:

• A flexible work environment that was more capable of planning for, mitigating, and responding to potential risks while exploiting strategic and operational improvement opportunities.
• The development of a consistent approach to identifying, assessing, and reporting risks at the corporate level.
• The efficient and effective management of risk in line with best practice.

Approach:

The project was conducted in the following stages:

• Study and analyze the business to build an accurate understanding of the operating model and external environment.
• Develop a risk management methodology, including governance, policies, procedures, evaluation mechanisms (probability and impact), risk categorization, and risk appetite and tolerance.
• Prepare a register of potential risks, identify their categories, and evaluate each risk according to the approved methodology.
• Identify causes, controls, mitigation plans, and defined responsibilities
• Develop a comprehensive action plan.
• Support the operation of the Risk Management Unit using our team of experts, then perform the required knowledge transfer to the internal team.

The outcome:

• Established a new Risk Management Unit capable of achieving a forward-looking view of potential risks along with their impact on the efficiency and effectiveness of business sustainability.
• Produced a comprehensive plan to deal with each identified risk.