Key strategic priorities
Pöyry completed its strategic review in the summer of 2010 and defined key strategic priorities for 2010 - 2013. These will be implemented in three phases.
Streamling the business model
During the past years Pöyry’s businesses have grown organically and through acquisitions. The group’s success has been built on profound sector knowledge in multiple business segments. At the outset, the intent is to increase both subsector-specific focus and geographic coverage. Pöyry has a wide geographic reach where certain markets clearly offer better growth potential than others. The increased focus impacts the nature and scope of the resources we deploy in different regions. Re-engineering of the existing business model is underway and builds on operational excellence, top-line supportive measures enhanced by improved sales and marketing, as well as the turn-around of under-performing business units.
Accelerating profitable growth
Pöyry’s competitive position will be strengthened in priority segments and geographies. This will be achieved by a more focused business and geographic approach which will also require active management of the business portfolio. The geographic focus will target markets where Pöyry is able to develop an enduring competitive position and where the mid-to-long-term demand outlook for the company’s services is expected to remain positive. These markets include in particular Central and Eastern Europe, Brazil, Russia and certain parts of Asia. Pöyry will also maintain its strong foothold in the Nordic region. In addition Pöyry will continue to expand its global position, e.g., in hydropower, thermal power, biorefining, pulp and paper, and metros. To further strengthen its competitive position, Pöyry will invest in enhancing skills and competencies, upgrading systems and streamlining ways of working.
Inventing sophisticated services
When approaching the end of the vision period in 2020 Pöyry’s aim is to be able to offer increasingly sophisticated services and comprehensive management consulting. The intent is that by then, the capabilities and track record for larger scope project management are in place and the design and supervision services’ efficiency is best-in-class.
