No Match Found
In the face of new challenges—like automation, an aging workforce, spending cuts, globalisation, and digitisation—public sector organisations must refocus on what they do and how they do it to maximise their impact on citizens and communities across the globe. We help leaders at the most successful organisations ensure that they are invested in the right capabilities, are sustainably funded, and have the means to deliver on their purpose. This is strategy, made real.
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Strategy& was engaged to identify opportunities that could effectively encourage the development and uptake of low-carbon processes in high-impact industries in the U.K. After identifying a number of sectors with high CO2 emissions levels, we assessed the reduction potential of their production processes and the feasibility of interventions. As a result of our work, we identified CO2 reductions totaling 3 million tons and developed an intervention strategy to achieve these reductions. Intervention plays were prioritised on the basis of CO2 reduction potential, feasibility, and resource requirements.
Strategy& undertook a comprehensive assessment of the safety and security environment of a significant investment region for the government in Southeast Asia. The project included a situational assessment, benchmarking of current capabilities against international best practices, and an assessment of legislative requirements. Our identification of capability gaps led to the creation of an overall safety and security framework and capability development roadmap. This provided the client and key stakeholders in government, the private sector, and the community with clear guidance for planning future safety and security capabilities based on several integrating strategies and specific project outlines.
The government of Dubai wanted to enhance its knowledge society and support the attractiveness of its city as a regional and international business centre through the establishment of specialised tax free zones. Strategy& helped develop an overall strategy for establishing Dubai Internet City (DIC) and Dubai Media City (DMC). Key activities included developing a specific value proposition for each targeted sector; detailing a new organisation structure with a statement of functions, roles, and responsibilities and staffing levels for DIC and DMC; developing a detailed financial model and a detailed implementation plan with support and programme management; and preparing marketing documents. As a result, our programme produced significant awareness of Dubai Internet City and Dubai Media City and supported their successful realisation.
A government in the Middle East initiated a full-fledged socioeconomic reform plan involving a wide array of public-sector, private-sector, and civic society stakeholders. The country faced serious socio-economic challenges and requested that Strategy& assist in devising a comprehensive vision and strategy for the country for the next 10 years. It also retained the firm to help with an inclusive process (involving 400 stakeholders) to elaborate a national agenda as the basis for all government programmes. As a result of the exercise, stakeholders from business, political, and civic life and from various socioeconomic backgrounds committed to developing the agenda of the country. A progress mechanism was put in place to monitor the future implementation of the national agenda.
The UN Economic Commission for Europe initiated work in Southeast Europe to build single-window facilities for import and export clearance, which required harmonisation of trade data requirements in the region to ensure building-interoperable systems. Strategy& gathered and developed an understanding of the respective data requirements in participating countries and identified relevant international standards and best practices for data standardisation. We coordinated with officials and representatives of customs administrations, other agencies, and ministries involved in international trade, as well as representatives from the private sector. After performing the necessary data analysis, we developed a regional trade data harmonisation strategy and detailed technical guidelines associated with this strategy—all of which were adopted. Strategy& also held several workshops for participating countries, enabling them to continue the harmonisation effort.