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Strategic Management Framework

Strategic theme

Creating the tactics and tools to apply the Differentiation Strategy theme for all business units following the corporate governed rules

A- Corporate Governance

Set of rules composed of six main functions and applicable to any type of business unit

Regulatory Reference Manuals (Policy and Procedures – SOPs – Operating Manuals)
Business Plan Machine (5 Years Business Plan – Business Plan Automated Module – Strategic Control Dash Board)
Audit checklists (Day-to-Day operations checklist – Strategic Procedures checklist – Organization checklist of 3 Management tiers).
Monitoring & inspecting references (internal audit mechanism – projects deliverables inspections – service quality inspections – business excellency follow-up)
The management control protocol (communication hierarchy protocol - management authority matrix - functional communication protocol)
Frequently Evaluation Reports (ADKAR for availability - 7’s McKenzie for validity - strategy matching, priority level and risk ratio for viability - source, potency, and readiness for capability)

B- Change Management

Set of objectives composed of 6 main predefined functions for the differentiation management

Continuous work ensuring effective use of all available resources and seizing market opportunities to maximize profits and continuous correction of the work to avoid deviation from the differentiation strategy
Continuous focus on the quality of implementation of action plans, conditional on adherence to the system of policies, procedures, and regulations. While ensuring the quality and effectiveness of operations planning, motivating work teams, monitoring operations, and taking corrective measures
Ensuring the integrity and completeness of administrative, financial, technical, and legal procedures to reduce risks and processes that impede implementation and waste time and resources, to ensure productivity with standard effectiveness
Continuous follow-up on the processes of analysis and evaluation of the quality of personal and institutional production. Continuous research, advanced preparation, and continuous initiative of the leadership work group to grab investment opportunities thus exceed the normal growth rates
Ensuring the continuous updating of information, data, and research on competitors, new legislation, and offers. Ensure the integration and synchronization between all applications towards strategic goals and differentiation strategy
Activating productivity towards efficiency, quality, and excellence using the McKenzie 7S. Activating internal marketing for human resources by Valence, Expectancy, and instrumentally. Effective interactive presence through Innovative social activities

C- Corporate Differentiation Strategy

This approach aims at creating a USP from a corporate level to separate the business from the competition in the market

Creating a Value Chain: it is a combination of maintaining the unique selling propositions and unique perceived benefits to Stakeholders through a Business excellence system. The service provided shall become a need that will have a significant benefit to the customer. It is transforming a liability into an asset
Having A Strong Portfolio: Having a strong portfolio show finance’s values, diversification of opportunities, strongly based assets, and superior management model
Setting High-Level Benchmark: Setting goals and targets beyond and above the competitors of the same industry. Referring to the highest of standards, our benchmark is a Strategic Mission to Mission road map that includes full procedures and tactics
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