Before we start

Five questions that show how ready your strategy is for activation

If the answer to any of them is “no” or “partly”, this is where diagnosing activation readiness begins.

  • 9 national entities we have worked with
  • 13 organisational units established or activated
  • A national consulting team
Illustrative example of an initial reading
6/10Partial readiness
  • Ownership of objectivesYes
  • Departmental alignmentPartly
  • A unit that leads deliveryNo
  • Performance governanceYes
  • Running the next performance cyclePartly
Suggested starting pointSetting up and running a strategy or transformation office

Choose the answer closest to your entity's situation

Your answers only reach us if you send a meeting request.

0 of 5 answered

01Does every strategic objective have a named owner who is accountable for it?

02Does every department know its contribution to the strategy, its indicators, and when they are measured?

03Does the entity have a dedicated unit that leads and tracks delivery?

04Are performance results presented to the decision-maker regularly, and do decisions follow from them?

05Could the entity's team run the next performance cycle without a consultant?

Your initial reading appears here once all five questions are answered.

Three ways to start working together

01

Diagnosing the clarity of strategic direction

Suits

An entity without an approved corporate strategy, or without a defined direction that is clear internally and externally.

What the entity receives

An integrated strategy with a prioritised roadmap for delivery, and an activation plan.

02

Setting up and running a strategy or transformation office

Suits

An entity that needs a dedicated unit to lead the management of strategy delivery.

What the entity receives

An office running on an effective operating model with qualified staff, supporting the decision-maker.

03

Supporting activation, delivery, change management and institutional excellence

Suits

A transformation that touches more than one department and needs everyone aligned behind shared objectives.

What the entity receives

A change and communication plan, effective performance management, and integration between organisational units through lasting institutional work.

You can start with any of them, then extend to the others.

Contact us

We look forward to a meeting where we establish together where your strategy stands, and what it takes to activate and sustain it.

Website
rawadalathar.com.sa
You can attach your initial reading after answering the five questions.