Case Studies

The following case studies summarises recent work of Global Studio TCA:

Strategic advice for global growth and developing business abroad

Background

  • A very high-quality environmental and engineering company specialising in road, rail and dam structures
  • Privately owned
  • 100 employees
  • A variety of half-built companies within Group as a legacy of international and specialist projects
  • Remediation

The Challenge

  • Being pulled in different directions chasing projects and services in different countries
  • After the first few successes, the cost of this scatter-gun approach becomes unsustainable and unaffordable
  • Risk of being pulled on business ethics
  • Improving profitability
  • A desire to diversify by sector areas and service
  • Long term planning of the business including succession planning

What We Did

  • Strategic advice as Non-Executive Board Director
  • Overhaul of processes for selection of countries, clients, services and opportunities
  • Lead the development of the strategic growth plan for the next five years
  • Re-organised the Group of Companies to form one Board of Directors with oversight of all operating companies
  • Assessed staff and expenses cost; assessed currency costs; assessed H&S costs; assessed business ethics and established operating framework
  • Advised on operational difficulties
  • Ran risk assessment based on real experiences (not a model) to help draw lessons from specific experiences

The Results

  • Improved opportunity assessment processes that maximised the existing resources against priority zones
  • Five-year programme of priority geographical expansion into three countries and one region
  • Improved response times and efficiencies to business development opportunities
  • Increased win rate in numbers and in value
  • Increased staff engagement regarding the growth of the business and career planning resulting in increased employee satisfaction and retention levels
  • Helped the business to help themselves

Expansion into the UK

Background

  • International engineering and environmental services company looking to establish in the UK
  • High-quality reputation in Europe and Canada, but unknown in UK
  • UK identified as priority for diversification and expansion as part of global expansion growth plan (advised by Global Studio TCA)

The Challenge

  • To establish a permanent business in the UK to become a sustainable business unit within a globalising business
  • No UK experience or presence
  • Identifying the right opportunities vs any opportunity and how to deliver

What We Did

  • Recruited a UK representative with knowledge and understanding of the UK market
  • Made a series of presentations of the UK market to the senior leadership team on strategy and investments
  • Developed a detailed ten-year business development growth plan for the UK with interim review periods at one, three, five and ten years that included:
  • Vision and objectives for the investment
  • Performance metrics
  • Pipeline tool for pursuing specific clients, projects and partnerships
  • Clear identification of lines of communication and organisational structure between the UK and headquarters
  • Costed resources and investments required
  • Developed a winning commercial strategy
  • Established a UK operation on behalf of client

The Results

  • Effective identification of specific opportunities and proposals that maximised finite resources
  • Efficient decision-making to proceed or withdraw from the opportunities
  • Efficient handling of proposals
  • Increased win rate
  • Relationships developed with UK based companies
  • Improved international reputation
  • Increased opportunities for other geographic locations through having UK operation

Reintegration of two businesses

Background

  • Two companies established and owned by same individuals that have evolved with different customers and therefore structures
  • One company has hundreds of small projects, the other has a few very large projects, both with potential services in common
  • Both companies are growing fast and in need of growth funding to keep up but without increasing overheads

The Challenge

  • Reduce the costs of learning and inventing solutions to support growth
  • Planning for success maximising the common structure
  • A need to review the ownership structure for succession planning
  • The need to identify common services whose growth would benefit both companies

What We Did

  • Identified areas of common structure including legal, finance, communication, clients and products where business knowledge is to be shared
  • Identified areas for enterprise excellence (opportunities to maximise cross-selling and using existing management structures to facilitate growth of both businesses)

The Results

  • Savings
  • Increased cohesion of the group
  • Opportunities generated to multiply the new singular business into new areas from the common platform
  • Satisfied clients, motivated employees and happier shareholders

Permanent presence follows project win in Turkey

Background

  • A engineering and environmental consulting practice won a large project in a new country
  • Two years assignment for major infrastructure project
  • They invested in with 10-20 local professionals

The Challenge

  • Early difficulties in converting this project into a permanent office
  • How to make a stable business going beyond the project experience

What We Did

  • Ran market analysis of the operation from within and looking at the country, assessing the business and technical knowledge there and from outside
  • Created an operational and marketing structure based on local capabilities
  • Installed a training and technical knowledge exchange in the new enterprise

The Results

  • Unwinding of complex situation that had evolved
  • Fresh approach based on transparency and long-term commitment lead to higher satisfaction for clients, employees and shareholders
  • Gained trust of local authorities hence satisfied local clients
  • Established the foundation stone for the regional strategy

Start-up company with worldwide plans

Background

  • Start-up company created by highly-qualified seniors without much experience in running a business

The Challenge

  • The role of the founders, who will manage the business and how
  • Establishing an operating procedure focused on client service

What We Did

  • Defined with them what they wanted to be in three and five years time with open honest conversations
  • Defined the type of clients and services with them
  • Market position for the identity for the company and relationships with other professional services firms to be built
  • Assessed the ambition and skills of each member and how to deploy these resources within the growth plan re BD, innovation, management, production

The Results

  • Getting the best from the particular experiences through the owners
  • Set in stone mentoring younger members – building in succession from the outset
  • Increased revenues, clients, project management systems that delivers profitable and enjoyable work

New home work concept for first-time buyers and start-ups

Background

  • Young people are struggling to afford to live and work in citiesand neighbourhoods where they grew up or wish to live/work

The Challenge

  • To find a way to keep young professionals, start-ups etc within a city with less space, less cost etc to live and work, keeping our towns and cities vibrant

What We Did

  • Working with others, developed a model using a real site for co-habitation and co-working for entrepreneurs – House and Work (Homers)
  • Stress tested finance model with national bank

The Results

  • Banks identified very large opportunity for long-terms
  • Convened a collection of potential investors as part of the design and construction process
  • Progressed to planning stage

Fast-growing company adopts employee ownership

Background

  • A design and engineering company involved in the design in buildings, roads and railways undergoing rapid growth
  • Few senior owners considers employee ownership as the way for sustainable growth and succession

The Challenge

  • Clearly identifying succession and ownership issues and methods, timelines for engagement with staff
  • In growing, they were losing their intermediate staff – typical of a growing company without a clear strategy and career planning

What We Did

  • Shared our experience of employee owned companies
  • Actively supported share ownership
  • Explored different employee ownership structures that returned to the senior owners

The Results

  • The juniors and intermediate staff members are fully engaged and wanting to be owners through participation in the strategies
  • Total company active engagement in Technical Development and Business Development with staff becoming more empowered
  • Employees became leaders in developing business abroad