Case · Urban mobility · Autopass
We structured the operation by implementing a strategic plan and project governance.
Boosting results for a new leader.
Context and challenge
The company operated without structured processes, in a culture of urgencies and grey areas between departments. The new CEO, formerly the CFO, took on the challenge of making the operation profitable and significantly leveraging results.
What we did
- Weekly mentoring for the CEO and leadership of the executive committee agenda
- A single project tracking standard with a RACI matrix of roles across areas
- IT prioritization flow aligned with business strategy
- Implementation of governance rituals for project development and evaluation
Result
A structured annual strategic plan, governance rituals in place and a RACI matrix defining roles. The company moved from management by urgency to an operation with clear priorities, project visibility and the management muscle to multiply the business over the next 3 years.
