Acquisition reveals utter lack of operational planning at major ISP

To build out its digital portfolio and increase its influence in its home market, a leading fixed-mobile operator in Saudi Arabia sought to acquire a leading ISP in terms of customer market share and revenue.

Acquisition reveals utter lack of operational planning at major ISP

To build out its digital portfolio and increase its influence in its home market, a leading fixed-mobile operator in Saudi Arabia sought to acquire a leading ISP in terms of customer market share and revenue.

Acquisition reveals utter lack of operational planning at major ISP
Home > Case Studies > Acquisition reveals utter lack of operational planning at major ISP

To build out its digital portfolio and increase its influence in its home market, a leading fixed-mobile operator in Saudi Arabia sought to acquire a leading ISP in terms of customer market share and revenue. Due diligence and assessments of internal resources and market potential allowed the operator’s leaders to devise a new corporate strategy for the ISP business unit, ensuring its goals and programs were aligned with those of its new parent company.

The challenge: no one knew the operational processes

When it came time for creating a strategy implementation plan, the acquisition hit a major roadblock. As our Strategy Execution Management process indicates, the first step would have been to align the ISP’s organizational structure and operations with the new corporate strategy. But there was a problem – the ISP had never outlined how it worked.

It turns out the ISP had grown organically, adding staff and technical resources as needed. While people within the company knew their jobs and how to get things done, the bigger picture of how the company operated had never been mapped out. The ISP had never created operational plans that defined how teams, departments, and divisions all contributed to the overall strategic goals. Processes within teams and departments and between teams and departments had not and were not being documented. And no metrics or operational dashboards had been put in place to assess the effectiveness or progress of commercial and operational units.

As a result, operator was unable to create a link between the ISP’s operational activities and the corporate strategy’s primary and secondary objectives. It was unclear how initiatives for change should proceed and how the acquisition and subsequent change would impact day-to-day operations.

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