Revitalize the implementation of a new business strategy
LOCAL PROVIDER IN THE ENERGY SECTOR
When faced with a new strategy, it's tempting to jump right into value-adding projects, but rushing to implement them can cause you to overlook the necessary groundwork. We helped our client refocus by adjusting their operational model and implementing a modern Project Management Office (PMO), which established the proper foundation.
The client developed a new business strategy emphasizing digitalization and efficiency. The goal was to grow the business by introducing new offerings and improving efficiency while maintaining high levels of customer satisfaction. Unfortunately, implementation was falling behind schedule and was not aligned with strategic or operational goals.
Early analysis revealed that ineffective governance of business development and general project management hindered progress. Additionally, the level of digital maturity within the business was found to be inconsistent with the strategic direction.
A thorough analysis was conducted to determine why the implementation of strategies and business development were faltering. The analysis revealed that the operational side of the business was well managed, but ownership of common business development was lacking. In close collaboration with key stakeholders, the missing pieces of the operational model were identified and outlined. This included the need for new forums and updated processes. The result was a customized operational model that met the client's needs without unnecessary complexity.
With the necessary governance structures in place, we set up a Project Management Office (PMO) and a mandatory project process emphasizing mapping business needs and analyzing requirements. Our goal was to create a more business-driven, rational portfolio management process that focused on efficiency and cost control. These changes significantly improved the alignment of ongoing initiatives with strategic and operational goals, as well as their success rate.
The PMO was integrated into the annual management cycle, especially with regard to business development. The operating model was extended through the establishment of cross-functional forums for knowledge sharing and business development. These changes led to a significant improvement in the effectiveness of internal governance and business development.
A digitalization strategy was developed with key stakeholders from across the organization. Then, the strategy was implemented through the updated operational model, raising digital maturity.
The final step in the transformation process was updating the IT function with a new strategic direction and organizational structure.
For more information, contact:
Per Grape
+46 70-150 36 07
