1. Situation

A leading Middle Eastern IT company had a clear long-term vision but lacked the initiatives, governance and management rhythm needed to translate it into near- and medium-term action. A newly appointed Head of Strategy also had to establish the strategy team and build support among the CEO and other senior stakeholders.

2. Approach

We reviewed the strategic framework to identify where the vision needed to become more specific and where leadership alignment was still missing. Regular working sessions with the Head of Strategy and senior stakeholders helped sharpen the priorities and build shared commitment around the choices.

Focused workshops supported the formation of the strategy team and clarified how it would work with the wider organization. We then designed the strategy programme organization, including roles, ownership and the interfaces required to move from a central vision to business-level action.

The implementation roadmap was structured in three consecutive waves. Each wave contained defined milestones and responsibilities, allowing management to sequence the work and avoid launching every initiative at once. A reporting format and a focused set of KPIs created the basis for review and course correction.

3. Result

The company translated its long-term direction into a phased execution roadmap with clearer ownership and management visibility. The Head of Strategy established the team and secured support from senior stakeholders, including the CEO. The three-wave structure and KPI review system gave leadership a more controlled way to move from strategic intent to implementation.