A national passenger transportation company redesigned its organization, enabling a strategic plan to double its EBITDA in 5 years
Background and identified issues
Due to a change in top management, a passenger transportation company developed a 5-year strategic plan to double their EBITDA
However, their organization lacked the necessary capabilities to drive this plan and achieve its goals
Main actions
Alignment of the optimal structure with well-defined areas and functions, identifying internal candidates for each of the new positions
Design of an incentive system that aligns with key business KPIs for each role and the establishment of a governance system with defined roles for each person in every company decision
Building cultural levers that drive key dimensions for the strategy (customer focus, accountability, and coordination/integration)
Impact of the project
The change management plan with cultural and communication elements was transferred to the Development Department
The organizational change plan was communicated to the top management and implemented in stages according to the development of the necessary capabilities