Client
One of Central Asia’s largest and most recognisable real estate developer, responsible for over 50,000 new square meters a year.
A vertical group managing full development cycle, active in both commercial and residential sectors, but primarily known for innovative premium apartment blocks.
Challenge
Following a period of double-digit growth, with a number of new businesses added to the group, the company expanded ahead of its structure.
With resources spread thin across the portfolio, it had to transform a large, unsystematically growing network of ventures, into a structured enterprise:
- Review its strategic goals
- Translate goals into operational targets
- Develop a flexible structure to allow the group operate as one
- Develop processes for efficient resource management
- Mentor the client team to efficiently operate the newly developed tools
Stage 1: Diagnostic
AVDO began with a deep dive into the macro environment and the business itself – running organisational and cross-functional diagnostic, auditing materials and engaging stakeholders across teams and layers in individual and group sessions.
The diagnostic confirmed what the client had suspected:
- The company’s mission & values were abstract and not actionable
- Its strategic goals were unclear and not directing daily operations
- The structure was dated – unfit for the enterprise it has become
- The processes were inefficient and wasteful of time, human & material resources
- Finally – the individual responsibilities & KPIs were unclear, hampering further growth
Stage 2: Strategy sessions
Having brought the stakeholders on the same page, AVDO worked with the wide client team to establish strong base for all future works:
- Developed mission & vision – key strategic goals to work towards
- Clarified company’s positioning, to direct future investments
- Agreed core growth priorities for the subsequent 2 years
Stage 3: Strategy development
Once the overall strategic guidelines were set, the team progressed to planning
- Developed a structure of responsibilities, authority and rewards
Empowering individual problem-solving, transforming a pool of demotivated workers into a team of entrepreneurs
- The developed corporate and functional strategies, included detailed plans and budgets for each department
Stage 4: Change management & sustainable growth
To ensure the transformation runs smoothly, the company has put together a Change Management Team
- The team is a powerful cross-functional unit, responsible for resolving internal team challenges and coordinating change management efforts across the group
- Ongoing mentorship and professional development of the client team by AVDO supported a smooth transition that made the most of human and material resources, preserved the know-how and set the company up for sustainable growth
Outcome
Six months after the core project:
- Strategic priorities help identify optimal investment opportunities
- Operational tools allow transparency and foresight
- Integrated IT systems allow more reliable decision-making
- Planing horizon has increased from 1 month to 1 year
- Client acquisition cost have decreased by 25%
- Operational goal completion has increased from 40% to 110%
