Board Room


Enterprise Risk
Management









Background & Information Syponisis

DAAR Communications Plc needs to develop a clearly understood purpose, build a brand identity and a strategy for surviving, growing and thriving in the 21st Century media industry. Over the period, DAAR Communications has focused on operational effectiveness NOT strategy. Therefore, in defining a strategy, it is important to provide concrete answers to the following to chart a way forward.

  • Who DAAR Communications customers are?
  • What is DAAR Communications areas of strength and what market opportunities can be leveraged on based on the strengths?
  • What unique positioning will serve them best?
  • What trade-offs is needed to sustainably protect DAAR’s position from imitators?
  • We need to agree and decide upon what not to do!
  • What choices of activities create a “fit” or “synergy” for the new DAAR Communication’s strategy that concurrently reinforce her trade-off decisions?

These decisions cannot be made without due consultations with key partners and without the explicit support and endorsement of DAAR Communications Plc principal shareholders. This has necessitated the Board and Executive Management Retreat and the engagement of Consultants to facilitate the DAAR Communications Strategy and Transformation Project. The success of our undertaking this strategic review and transformation will be dependent on the strength of character and quality of leadership.

The comprehensive transformation programme focuses on DAAR’s mind map of key issues, organizational redesign, the new DAAR Vision, Strategic business modelling, Situational Analysis (internal and external landscape SWOT Analysis, Market and Profitability Analysis, Competitor Analysis and stakeholder Analysis) and Retreat Outcomes to achieving a Transformed DAAR Communications in line with the new Vision. These are described below:


Workstream Activities

This workstream will will be to identify all possible risks. It will give the opportunity to raise risk concerns before they occur, keeping them from damaging the business operations or goals. Identification will begin as early as possible in the project, even prior to plans and goal approval, in case overt risks deem the entire development unfit.




DAAR Communications Situation Analysis

In order to visualize the strategic approaches to the opportunities before DAAR Communications, beginning at the end of the value chain (distribution) while analyzing the present situation and working backwards gives a better understanding of the need to make the choice for restructuring DAAR Communications.

Stakeholder’s Analysis
This is a feedback of critical stakeholders on the fundamental issues confronting DAAR Communications Plc as a going concern today. These responses forms the basis for defining the new strategic direction for DAAR Communication’s goals, plans and actions.





DAAR Communications Market Analysis (PESTLE Analysis)



Market Analysis (Porter’s)




Network Television Rating and Pricing

Considering the present strategic framework of DAAR Communications existing operations, it is clear from the Value Analysis that DAAR is not creating value. Not only is DAAR declaring losses it is also losing market value as its current assets are neither able to meet nor cover its current liabilities any longer.

It was agreed that it is imperative to deconstruct her operational activities; reassess our strategic approach and simulate a value analysis on the hypothetical strategic plan advanced. it is only when we are sure that we can make money that we proceed to optimize our organizational design to deliver optimal operational effectiveness driven by our strategy.



TRANSFORMATION PROGRAMME OVERVIEW

The Strategy and transformation Project for DAAR Communication details a comprehensive transformation programme as recommendations and next steps from the Board and Executive Management Retreat.

The project focuses on resolving all the key issues facing the organization including organizational redesign, business modelling, digital broadcasting, content development, human resource management, finance, and risk management. The initial phase of the project is restructuring the business model and developing a robust future-proof structure.

The project has been broken into the following workstreams:

  • Organisational Structure & Human Resources Management
  • Budgeting and Financial Management
  • Enterprise Risk Management
  • Corporate Governance
  • Business Process, Technology and Innovation



Workstream Grant Chart