Context
A technology company newly created inside a major Saudi banking group was still in its capability-building phase: organizing its business model, developing internal capabilities, and setting the organizational and operational frameworks needed to deliver technology services efficiently, while leaning heavily on external vendors in the meantime.
Approach
In six months, we studied and designed the strategy-execution plan: vision and strategic objectives defined; a supporting operating model designed to build internal capability and reduce vendor dependence; and initiatives spanning capability development, talent management, and service-portfolio expansion, sequenced into a multi-year roadmap(2025–2030) with governance and monitoring mechanisms attached.
