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JKH changes operating structure
"As we are growing in size, our business sectors are becoming large and complex. They require flexibility to manoeuvre and a decentralisation of decision rights. At the same time as a "premium conglomerate" the Centre will need to play an active role in adding value to the businesses in the group. We will therefore continue to need a strong Centre and a cohesive top management structure to be able to drive synergies and optimise the portfolio across the businesses," a company spokesman said. He said that in this context, the company needs to reconsider the way it club businesses into logical groups to balance operational synergy with the optimum span of control. "Also we need to review the definitions of group functions to make sure that functions that are becoming increasingly crucial are given due importance," he said. The spokesman said that the current GEC and GOC structures have served the group well. "The GEC has focused on portfolio level decisions, career management of directors, and has acted as the main conduit of information to the JKH Board. The GOC has been the principal platform to facilitate operating decisions. Given our growth we have reviewed this structure and fine tuned it to serve our future needs. We need to expand the size of both the GEC and GOC and suitably redefine their roles," he said. |
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