Business Transformation and Excellence at a Leading IT Company

A technology leader boosts its organizational performance adopting an institutional excellence framework

Background:

Embarking on a business transformation journey was a key decision that the new leadership team made. The key objective was well-articulated: We need to reconfigure our business model—from a “one product” dependent into a “choice provider “ for a diverse of technology services.  This decision was driven by both internal and external forces. The company was stagnant for a while—the new leadership team wanted to re-structure it, re-brand it, and re-position it. The external environment was ideal to be exploited, an enormous and large national transformation program has already started. And several customers were fostering different transformation initiatives. Therefore, all conditions significantly propelled this move.

The Challenge:

The company designed its new strategic plan detailing a plethora of initiatives, programs, projects to move to the contemplated future state. One key challenge was pertinent to the required capabilities to achieve its strategic objectives. The company was moving at such a fast pace—given the criticality of the services it provides to clients. Therefore, matching internal capabilities without disrupting current operations was a key success factor of the transformation program. The leadership team was very clear regarding this area—”customers should not feel the transformation’s “chaos”, and if so they should feel only that we changing for the better. It’s our opportunity since almost the establishment of this company to diffuse and exert a new culture and ingrain and deploy new values where our customers and partners are placed at the heart of them.”

Our Support and Solution:

The European Foundation for Quality Management (EFQM) Excellence Framework/Model was selected as an organizational diagnostic tool.  The premises of this selection were many, but mainly the following constituted the key ones:

  • The framework/model covered all areas that the company was trying to diagnose and identify the current state within the context of the new strategic direction
  • The assessment process associated with the framework/model is an effective instrument that would uncover many areas for improvement and strength points to address and capitalize on them respectively
  • The framework/model gives the company a numerical measure of its state that can be linked with several organizational attributes
  • The framework/model allows for benchmarking to take place given its wide adoption from well-established and leading companies all around the world

We conducted a comprehensive organizational assessment process in line with the framework/model criteria. In which, we delved into the various organizational elements as those related to the leadership and talents,  infrastructure and processes, strategy and direction, and the diverse operational and key metrics and results. we used different information gathering techniques as interviews, focus groups, questionnaires, and secondary researches.

We produced the current state assessment report that underlined and highlighted all pain areas and strength points that the company had. These reflected the company’s strategic delivery efforts across multiple organizational attributes providing us with the information required to establish the way forward. We employed several management and analysis tools; financial modeling and budgetary estimation techniques; and reporting instruments– to develop a road map to raise the internal capabilities of the company and allow it to deliver the new strategic objectives.

Results and Impacts:

Although the designed road map spans across several years of the strategic planning cycle—the identified low-hanging fruits and executed parts of the high-priority improvement projects already boosted the performance and organizational maturity index.

Also, there is a better understanding of the current state of the company from its leadership team: Key pain areas to address and assets to be exploited. Furthermore, the company’s workforce was trained and exposed to the concept of institutional excellence where this set the scene to build internal capabilities in this arena for continuous improvement and enhancement.

“ We always recommend to our clients to include the comprehensive organizational diagnosis as a key input to the annual strategic and business review and planning cycle. Our premises that this will ensure that any resulted projects are ingrained within the refreshed plan and not being perceived as an extra endeavor by the workforce. We ensured that the company is acting upon this by reflecting the same within its planning process landscape”.

CEO, Mohammed AlWaqfi