The facts are well known, real change and implementation is very difficult. The statistics prove that 70-90% of strategies and change initiatives never meet the expectations initially set. Our implementation practice involves longer term engagements where full time resources are staffed to overlook, support, and implement the proposed solutions designed in our advisory and consulting work.
When client’s don’t have the manpower and internal resources to implement consulting solutions, we take over and execute flawlessly, and also ensure internal staff are capable of taking over after project completion. In this type of work, usually a Strategy Execution Office and/or Project Management Office is setup and run to drive the execution of initiatives and strategy.
In addition, special task forces can be deployed to ensure the efficient and effective execution of initiatives. Engrained in all our projects is a change management stream which revolves on focusing, anticipating, and mitigating barriers and risks related to the change that is aspired to be made. A strong focus on change is another key factor to execution success. Our implementation engagements also cut across four lines of expertise which are strategy, operations, organization, and people & culture.
No matter how carefully and well designed a strategy can be the greatest difficulty will come at the execution stage. We assist organizations in implementation by setting up delivery offices that monitor, support, and drive the execution of organizational initiatives and strategies.
We have undertaken a wide array of implementation projects which span our core industries and functions which include strategy, operations, organization, and people & culture
Undertaking a Strategic Journey:
Regional Utilities player undertakes a strategic transformation
With roughly a 7% yearly growth in demand for power and water, globally high per capita consumption rates, and a need to diversify from oil and gas for future generations, utilities players in the GCC require a sharp focus on developing strategies which balance supply with growing demand.
Understanding the challenges and complexities involved in the sector, a regional utilities player undertook a strategic transformation that firstly involved clarifying the strategy for the group. In depth internal and external scans of the environment were conducted and a series of workshops conducted with senior leadership to obtain a clear strategy with a clarified vision and objectives.
A Strategy Execution Office was also setup to drive all activities involved in the implementation of strategy. The office had three major roles A) to monitor and improve progress of the strategy through performance measures B) drive the execution of strategic projects and ensure their delivery C) ensure delivery of results by anticipating obstacles and risks to implementation and change. With support of the execution office, the organization was able to better implement complex strategies related to power and water generation, transmission, and distribution. Moreover, the group strategy was cascaded across the organization to all business units, ensuring strategy synchronization and better performance results. In addition, process alignment was carried out to better ensure that all the core processes were synchronized and designed to carry out the strategic goals set. Certain processes had to be rationalized and re-engineered to help with the execution of strategy.
Operationalizing Performance Management:
Public sector entity in KSA gets serious about performance management
Even without full privatization and a competitive model for some government entities, a strong focus on performance improvement is critical. Ultimately, this is required to provide better public services to its citizens and improve citizen engagement.
A Public sector entity in the GCC took the initiative to ensure performance was a focal point in the sector that it managed. The fundamental end goal was to deploy performance reporting across all units and entities and more importantly ensure these reports were being used to take effective decisions.
To ensure full operationalization of performance a Performance Management Office was setup to drive reporting and monitoring of performance. Both operational and strategic reports were firstly designed on the corporate level. The strategic reports entailed measuring and taking action on the critical objectives of the organization through KPIs, targets, and initiatives. Before operational KPIs and related reports were designed, all operational processes were mapped in detail for each function. This ensured that the KPIs set were comprehensive enough to cover all aspects of the operations. Both strategic and operational reports were then linked to ensure that each strategic KPI could be broken down to its operational drivers.
The array of reports were designed with heavy involvement from the organization, to ensure all owners of the KPIs believed they were the right measures for the organization. After the design stage, a performance governance process was setup to ensure that review meetings would take place and decisions would be taken and followed up on. The office helped drive all the initial meetings related to performance but later supported only to ensure full handoff to the client. After the process ran smoothly, a technology platform was implemented which automated data collection and reporting.
Regional automotive group drives business results through employee engagement
It is no secret that employee engagement is big business. Actually, it is intuitive that the happier an individual is the more productive and effective he/she will be. The research also backs this up with employee engagement levels closely correlated to financial, customer, and process results such as ROI, customer satisfaction, and quality.
A regional automotive player quickly realized that the most direct driver to improving customer engagement and spend was through better engagement of their employees. Thus an enterprise wide engagement program was designed and deployed. After communicating the initiative to all employees an engagement survey was administered which measured engagement across all levels of the organization. The survey focused just on the critical questions which impacted the business the most, to ensure expectations were set appropriately to the employees.
Engagement scores were later analyzed by an array of segments such as branch, department, age, manager, etc. This thorough analysis allowed for better identification of problem areas, and hence better targeted solutions.
Interventions were first deployed on a corporate wide level, driven by the analysis, and related to training, development, rewards, etc. In addition each department implemented solutions tailored to their most pressing issues related to engagement. Finally, all managers undertook action planning sessions with their teams to further specifically target individuals’ employee engagement concerns. Having this program and process of employee engagement implemented helped transform the culture of the organization to one which engrained key parameters of engagement such as recognition, rewards, etc. into management and employee behaviors.