One group, moving in one direction.
When subsidiaries pull in different directions, strategy stays on paper. Ordovexa connects the board's intent to the way each company is run, measured and rewarded.
What Ordovexa delivers under this pillar.
Operating Model
A target operating model that sets what the holding decides and what each company runs on its own.
- Target operating model
- Shared services design
- Reorganisation blueprint
National Vision Fit
Strategy mapped to Oman Vision 2040 and Gulf priorities, including In-Country Value plans.
- Vision alignment roadmap
- In-Country Value plan
- Public-private partnership model
Strategy Execution
Objectives cascaded to every unit, a programme office to track them, and incentives tied to results.
- Strategy cascade and OKRs
- Programme management office
- Executive incentive model
Complexity Diagnostics
A map of where decisions slow down, where work is duplicated and where policies conflict.
- Decision friction map
- Duplication analysis
- Post-merger alignment plan
Situations Ordovexa is often asked to solve.
Each company in the group has its own plan and none of them add up.
Head office and the subsidiaries do the same work twice.
The strategy was approved a year ago and little has changed on the ground.
A merger closed, but the two organisations still work as strangers.
Start with a confidential conversation.
Share the situation in a few lines. A senior advisor from Ordovexa replies personally.