Strategic Management for Zero Accident Construction Company by 2035

STARTEGIC MANAGEMENT
To Become Zero Accident Construction Company by 2035 with incremental values each
year

Table of Contents
Introduction................................................................................................................................3
Vision.....................................................................................................................................3
Mission...................................................................................................................................3
Analysis......................................................................................................................................3
External Analysis....................................................................................................................3
PESTEL..................................................................................................................................3
Internal Analysis.....................................................................................................................7
SWOT.....................................................................................................................................7
Strategic Vision..........................................................................................................................8
Framework..............................................................................................................................9
Porter’s Generic Framework..................................................................................................9
BCG......................................................................................................................................10
Balance Scorecard................................................................................................................10
Hoshin Planning...................................................................................................................11
Feedback and Monitoring........................................................................................................13
PDCA...................................................................................................................................13
KAIZEN...............................................................................................................................13
Conclusion................................................................................................................................14
References................................................................................................................................14

Introduction
Morgan Sindall was founded by John Morgan and Jack Lovell with about 1000 pounds which
was a joint saving in the year 1977 and was based at Golden Square. The construction
company acquired Overbury which was a construction company in the year 1985. This was
followed by the listing of the concerned company in the London Stock Exchange in the year
1994, when it was observed to enter into a reverse takeover of William Sindall plc. The
current chairman of the company is Adrian Martin with the chief executive officer being John
Morgan. The company had a revenue of 2972 million pounds in the year 2018 with number
of employees being 6600. The company’s work has been appreciated since it started off but
was known at a large scale for the work it executed on the University of Cambridge. In the
year 1998, Lovell Partnerships was bought by Sindall for about 15 million pounds from the
financially stretched Lovell Group. It was the biggest partnership housing operations all over
the country. The construction arm of AMEC was purchased by Morgan in 2007 and in the
year 2010, it purchased the repairs division of Cannaught plc (Morgan Sindall Group, 2019).
The report aims at providing with the most suitable strategies for the company to achieve its
objective of giving zero accident construction by 2035. This would include the external and
the internal analysis which would be followed by some specific strategies for achieving the
objective set. The report by the end, would provide specific recommendations too, which
could be utilised by the concerned company in order to gain or achieve the objective.
Vision
The vision of the company is to serve its clients and customers with the best products and
establish a construction trend which would be safe and secured for the people of the country.
Mission
The mission of the company is “To Become Zero Accident Construction Company by 2035
with incremental values each year.”
Analysis
External Analysis
PESTEL
Factors Analysis
Political The economy of United Kingdom has been

deteriorating in the past few years for which
the government has taken several steps in
favour of the economy through monetary as
well as fiscal means. The control of the
government has been quite stable in the
concerned country and this has been the
reason for stating the country to be on the
satisfactory political stability condition by
World Bank’s governance in the year 2007
(Jones et al. 2018). The infrastructure of the
country is expected to improvise through
lowering down the interest rates and thus
the infrastructure executions would be
enhanced. Transportation and Infrastructure
Bill containing large infrastructure projects
has been aiming to develop the concerned
industry in UK.
Economic The financial crisis has slowed down the
market growth in UK, and the infrastructure
industry which is one of the capital
intensive industries has been significantly
suffering from it. The volume of
construction works as well as of the
investments decreased because of the crisis.
The gradual development of the country has
prided with the information that in the next
10 years the infrastructure sector would
grow 4% annually. The economy of the
country has been growing and this has been
supporting the infrastructure industry too.
The industrial sector has been known for
accounting for about 34% of GDP in the
year 1990 which reduced to 28% in 2008.
These fluctuations has been impacting the