The new, first-time developed and quite ambitious business strategy of the construction and installation contractor demanded certain management skills and expertise in strategic area. The shareholders were not happy with the idea to postpone with strategy for the duration of the building strategic management in the company. A launch of the strategy with insufficient maturity level in the strategic area posed the risks of the execution failure and the loss of the competitive position.
What did the client want:
To execute the approved business strategy while there were not enough crucial skills and expertise in strategic management.
As methodological basis for the strategic management functions was chosen the approach of Harvard’s professors Dr. Norton and Dr. Kaplan (aka the authors of the “Balanced Scorecard”). The approach based on the linking and alignment of the strategic goals with day-to-day operations, which create multilevel reliable and thorough strategy execution system.
The most crucial functions of the strategic management were duplicated and mirrored by the management consultant, which allowed to avoid typical errors and keep up growth rate.
The strategic management system had been built in the course of the strategy execution. In the stage of design, development and implementation of the strategic management the lacking functions and procedures were outsourced and shoved on the management consultant. On the on-going basis the emerged functions step-by-step were transferred to the top-management of the company.
At the end of the project the shareholders rated the strategy execution as well-timed, proficient and proper. Along with built and fine-tuned strategic management system a small team was assembled to manage the strategy execution in the company on regular basis. As a result in two-year horizon the company increased the turnover by 14% and strengthen its competitive position in the segment.