Business Model and Digital Transformation
Construction and Engineering Sector
Context
As part of its growth strategy, the company undertook a significant evolution of its business model, supported by a major digital transformation. However, the operationalization of the new model remained unclear, creating organizational noise and gradually disengaging some key stakeholders. Concerns about losing the company’s entrepreneurial DNA—deeply rooted in its history—also intensified resistance to change.
Challenge
The main challenge was to make the new business model tangible for frontline teams while clarifying its impact on the organizational culture. The organization also needed to align project teams and system design with the evolving business model to avoid gaps between the strategic vision and its execution.
Our Solution
Aplus Transition implemented an approach focused on engaging key stakeholders and clarifying the business model. We defined the fundamental components of the organizational culture to turn perceived threats into opportunities for mobilization. A structured governance model and an active change network ensured alignment and continuous field feedback. In parallel, a rigorous organizational readiness approach—supported by weekly executive follow-ups—strengthened accountability and engagement at all levels.
Results Achieved
The organization’s mobilization led to a significant improvement in data quality, a stronger understanding of the business model, and a 95% training completion rate. Sustained team engagement enabled the lasting adoption of new practices. This approach successfully shifted the initiative from a change perceived as threatening to a powerful driver of engagement, aligned with strategy, culture, and operations.
Discover how we have helped organizations clarify their challenges, mobilize their teams, and successfully complete complex organizational transformations.
