Quick-Wins - Management Consulting and Training

Cases

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Financial Value Creation


Background & Challenge


A Qatari-based holding company with 34 subsidiaries spanning three countries across the GCC, this company started as a high-end custom-made furniture manufacturer. Currently, the conglomerate has operations in numerous sectors, including retail, contracting, technology, and energy services. Quick-Wins strategies are checked against clear financial value creation for its clients.

QW Engagement


This project focused on developing a strategy for a new business development entity with the group. The different stakeholders within the organization were interviewed to understand their expectations from the new entity and how this could be accomplished. Building upon the holding group’s mission and vision, a set of strategic themes were developed for the new department. These themes were then translated into clear goals, which considered the feedback obtained from the key stakeholders. Several workshops were also conducted in order to determine the ideal operating model and KPIs. These KPIs were then incorporated with the expected budget for the department and converted into financial return for the holding company, subject to different scenarios and success.

Outcomes & Impact


A proper balance between the different goals and targets set for the organization and quantified the expected impact, establishing a clear method of measurement of success for the entity.

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Cases

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Key Issue Prioritization


Background & Challenge


A family business group based in Riyadh specialized in trading business in medical equipment and office automation and furnishing. The group has been operating for over 50 years and currently has branches in over 20 cities throughout the kingdom. The Trading focus is on providing imaging, printing, computer, AV, storage and furnishing solutions. The scope was determining the key issues identified during the assessment phase of the project as to focus the project on the most important factors.

QW Engagement


The first phase of the project was a comprehensive assessment of the organization, covering financial performance, organization culture, structure, performance, links, systems, and management. Internal interviews and surveys were conducted to develop an understanding of the situation at hand. Client interviews and surveys were also conducted to assess product perception and what the company’s key strengths and weaknesses in terms of products, services and service provisioning existed. The first phase concluded with a prioritization of the key issues within the organization.

The second phase, setting the strategy, built upon this prioritization to address the key issues identified in the assessment phase. Developed jointly through workshops with the respective managers within the company, the key aspects of the new strategy were defined. The organization structure was then adjusted to accommodate the new strategy. A cost optimization exercise ran parallel to the new organization structure, removing redundancies created by the shift to the new strategy in addition to reviewing the current areas of excessive costs. The impact of the new strategy and optimizations were then estimated and a financial model developed estimating the company’s performance over the upcoming years.

Prioritization

Outcomes & Impact


A total of thirteen organization initiatives were identified from the first phase. Seven of these were identified as top priority initiatives, and formed the foundation of the strategy development phase. Addressing these led to a new strategy for the organization, increasing its focus on its core businesses.

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Cases

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Establishing a Baseline / Assessment

Background & Challenge


A Qatari-based holding company with 34 subsidiaries spanning three countries across the GCC, this company started as a high-end custom-made furniture manufacturer. Currently, the conglomerate has operations in numerous sectors, including retail, contracting, technology, and energy services. Corporate transformation projects need to be based on a solid assessment to clarify the issues at hand.

QW Engagement


The first phase of the project was an assessment of the twelve business units within the contracting sector for the company. This covered the people, structure, product and financial aspects of the organization to determine the key strengths and weaknesses of each of the different business units. Internal surveys to employees and external surveys to key customers were also conducted in addition to interviews with the top management of each of the different business units. A market study for the five key markets was completed, estimating the regional market size and profiling some of the relevant competitors for the different business units.

Quick-Wins’ quick organization assessments cover four aspects

Outcomes & Impact


The key strengths and weaknesses within each of the twelve business units were identified, laying the foundation for the strategy to be developed by Quick-Wins’ detailed organization assessments that cover eight aspects.

Detailed Organization Assessments


Cases

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Leadership Development for a Regional Conglomerate Group

Background & Challenge


A leading Regional Conglomerate Group pursuing a highly focused approach of establishing, incorporating, acquiring, and owning enterprises has embarked few years back into a major transformation program in its business and operating model that increased the importance of the leadership role inside the organization.

With further restructuring and consolidation, the role of leaders has increased and it has become very important that the leaders of the different sectors, companies and departments possess not only strong technical capabilities but also solid and advanced managerial and leadership capabilities to be able to manage different businesses more effectively and create sustainable value.

Accordingly, the Regional Conglomerate Group has discussed with Quick-Wins the idea for developing a comprehensive leadership development program for 52 of its senior executives and first line managers.

QW Engagement


Quick-Wins had developed its solution based on Zenger Folkman’s strength-based leadership approach enriched with some managerial, interpersonal and strategic programs.
The development project started with an assessment phase, leadership, managerial and interpersonal workshops, follow-up sustainers and then ended with a post-assessment.

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Outcomes & Impact


Based on the analysis of the individual assessments, an individual development plan was designed for each leader based on his specific needs.
Based on the analysis of the assessment of the whole group, the firm’s leaders were asked to develop their inspiring and motivation competencies.

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