Strategic shifts

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Guiding management to shape change

Challenge: When new leadership was introduced to the organisation, it recognized the need for realignment of the middle management, who was not ready for sharing the new vision and strategy, much less implement them throughout the organisation.

To facilitate the execution of the new vision and strategy, they needed a variety of competencies related to shaping and promoting change.

Relation: Oman Oil Company for Exploration and Production (OOCEP)
August – October 2018
strategy/competence development

Through a series of steps in which we defined the implications of the strategic changes for middle management, we designed a 3-layered program, corresponding with 3 types of competencies that were needed for executing the strategy.

This program included a pre-project assessment of knowledge, skills and attitudes to facilitate the strategic change, a peri-project evaluation of progress through a development steering committee and a post-course evaluation and coaching-program to monitor direct and indirect adaptability.

Despite the initial plan to include a select group of 10 candidates in the program, the enthusiasm spread exponentially after we took the first steps. A group of 65 employees, not only from middle management, ultimately shaped the new strategy through hands-on projects.

Skills and attitudes changed drastically. The participants experienced a profound shift from a negative or hesitant attitude to a positive attitude towards change and their role in it, while corporate management noted a strong increase in the effectiveness and proactivity of middle management in terms of strategy and policy.


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How can it work for my
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We believe, that an organization is organic. It should develop through (anticipated) changes in its markets, customers and environment. The aim of this development is always improvement. Improvement by people.

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