Via T Albert had just finished the building of 7 bridges over the Albert Canal. As they were planning for phase 2, building another 8 bridges, they wanted to evaluate their internal way of working. Möbius evaluated the internal organization in all of its dimensions helping them to deliver the second phase an optimization of the internal organization with even better results in terms of costs & quality.
Strategic challenge: optimization of the internal organization
Via T Albert is a joint venture between Franki Construct, Hye, Willemen Infra & Aelterman. The company was founded to build 15 new bridges over the Albert Canal aiming to heighten the passage for container ships commissioned by the Vlaamse Waterweg.
After the successful built of the first 7 bridges, the company wanted to evaluate its current internal organization to work even more efficient during part 2.
Möbius was requested to take on this challenge.
In a first phase, structured interviews with different stakeholders, from C-level to site supervisors, were held. Möbius assisted the client in identifying stakeholders, created interview guides and collected insights as a confidential and neutral partner. Overall trends were identified and different point-of-views further analysed to create a consolidated, anonymized and structured output.
Workshop on solutions
In a second phase, Möbius infused the improvement ideas provided during stakeholder interviews with industry insights and best-practices around broad topics, such as organizational structure and cooperation models, as well as specifics such as financial- and document management. These findings were presented during an interactive workshop with stakeholders of all involved partners. As a result of this workshop, a prioritization and validation of ideas was set and the top 3 ideas were further detailed.
Our assessment was presented to the C-level of the Via T Albert construction partners. Strengths and weaknesses of the organization were presented and pragmatic solutions proposed. Each proposed modification to the current situation was also further detailed with regards to the impact on people, processes and tools. Significant savings in synergy, enhanced status meetings with the Vlaamse waterweg, better alignment among the partners to avoid rework , were identified and quantified. These strategic initiatives were validated by the executive committee and taken on for implementation.