Ad hoc Offices on Managing Strategic Actions


These offices seek to achieve the organization’s highest institutional excellence standards through recruiting specialized cadres, assigning powers and establishing procedures which focus on the following:

Identifying, applying, managing and developing                   

Identifying, applying, managing and developing the organization strategy on regular basis.

Managing the organization’s strategic performance

Managing the organization’s strategic performance and the activities which ensure the achievement of desired results effectively.

Drawing and putting forward the ideas, initiatives and projects                   

Drawing and putting forward the ideas, initiatives and projects which would contribute to the implementation of the organization’s strategic plan.

Improving and developing the strategic plan                   

Improving and developing the strategic plan outcomes in the manner that the organization finds it useful and effective.

Developing and fostering the organization partnerships

Developing and fostering the organization partnerships, and seeking what may follow up the coordination between the organization and the concerned entities.

Providing support and assistance, implementing policies

Providing support and assistance, implementing policies and strategic plans and supervising the operations related to the strategy and major projects within the organization strategy.

The following is an illustrative chart of ‘structure’

Strategic Management Office  (SMO)

  • Strategic Planning Unit ( SP )
  • Performance Measurement Unit ( PM )

Strategic Initiatives Management Office ( IMO )

Project Management Office ( PMO ) 

Strategic partnership Management Office ( SPO ) 

Logistics Office ( LO ) 

The challenge

Setting up a professional office which is concerned the purpose of achieving the desired objectives, making use of all the material resources and pursuing the bright future.


  1. Identifying the strategic needs of the offices
  2. Identifying the internal an external requirements and criteria for setting up the office
  3. Drawing up and creating the organizational structures, task manuals and the organizational procedures.
  4. Providing training programmes to familiarize others with the office, and providing a study of the organization system


  • Professional management of institutional performance
  • Incessant improvement and development of the outcomes of the strategic plan
  • Achieving the initiatives and strategic objectives
  • Ensuring the exploitation and sustainability of the available material and human resources
  • An excellent institutional reputation
PMO Business Process Management Model

Our service strategy

Our strategy is in the following business stages

1- An in-depth analysis 2- Building and Foundation 4- IT Solutions 5-Corporate Communication  6- Consultant Support 

1- An in-depth analysis

Stage I: An in-depth analysis based on the business model

This stage aims at a profound understanding of the organization and aims at analyzing the gap (between the status quo and the requirements of setting up the office). This goes through:

1- Identifying the office’s internal and external subjects, and defining their effects through:

  • Identifying the impact of the subjects on the office.
  • Identifying and reviewing the relation of the subjects with the office strategic plan.
  • Identifying the advantages and disadvantages.
  • Focusing on the relation between these operations and the organization’s political, economic and legal aspects.
  • The process of identification is based on the office’s values and performance.

2- Identifying the needs and expectations of the stakeholders, concerned with setting up the office within the organization through:

  • Identifying and reviewing the information pertaining to the strategy, and ensuring its compliance.
  • Considering the possibility of setting up an office in the organization, taking into account the following:
    • Internal and external subjects. 
    • Clients’ requirements, and legal and political requirements.
    • Outcomes and services.

The process of identifying and organizing the office operations within the organization is carried out through the following:

  • Identifying the inputs and outputs of all the office operations.
  • Identifying the sequence of the operations, and the interaction among them.
  • Identifying the operational efficiency and control of those operations (by going over their performance indicators).
  • Identifying the resources of the operations, and ensuring their availability.
  • Assigning responsibilities and powers to each operation.

2- Building and Foundation

This stage aims at identifying the criteria and requirements for setting up the office through:

  • Drawing up the strategic and operational plans, and ensuring their compliance with the scope and methods of strategic planning.
  • Creating the positional structure and clarifying the roles to be played.
  • Drawing up the office policy along with the supporting manuals.
  • Identifying the office services, and making operation models to provide such services.
  • Identifying the basic elements for the provision of these services, along with their requirements, and
  • turning each service into an activity.
  • Identifying the requirements of setting up the office within the organization.
  • Identifying the office’s internal criteria and designing a simple reference list to work against it, having read the administration’s strategies precisely.
  • Identifying the external criteria based on the resolution of the local and international commissions which approve and organize the office in question.
  • Analyzing and assessing the risks of the operations.


4- IT Solutions

The following are carried out during this stage:

Documentation, completion of manuals and carrying out automation (as necessity demands).
Reviewing, authenticating, printing out and publishing the manuals. These manuals can be automated and transferred into programmes and applications on the computer.

Working via the system of censorship and follow-up to monitor the organization’s plan and operations. The organization may join and subscribe to the programme of ‘KPI: All in one).

5-Corporate Communication 

It is through this stage that corporate communication programmes are provided for the purpose of introducing the office, and for studying the organization system provided that the training should include the following categories:

  • Higher Administration.
  • Supervising Administration.
  • Executive Administration (employees and workers)

6- Consultant Support 

To ensure that the organization keeps functioning optimally, the consultant team gives support which ranges from one month to 3 months. This support takes the form of a series of field visits to observe the applications in practice, and what challenges the organization is facing. The team consequently provides the necessary consultancy for improvement and development.

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