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New York State Thruway
Authority
Scope of Work:
The
New York State Thruway Authority
experienced great change during the decade of 1985 to 1995. Operationally,
the Authority took on added responsibilities for additional interstate
roadways and the new task of running the State’s system of canals. From
a mission perspective, the organization also began to act as an “economic
engine” for a slowing State economy with extremely ambitious capitol improvement
projects. Success in managing the roadway also brought more attention
to the organization and closer examination of methods and processes by
a variety of special interest groups including local government. Finally,
the Authority faced the potential of going out of business as an organization
once the original bonds were paid off in 1996.
The
Bukiewicz Organization
(TBO) was selected to guide the Authority’s leadership through a development
and strategic management process to help them gain control and guide changes
rather than reacting to them.
Accomplishments:
TBO
worked with the Authority’s leadership group from 1988 to 1995 leading
a series of assessments, events and development sessions. Assessments
helped the Authority create a more decentralized structure, streamline
headquarters activities to support that structure and create proactive
strategies to insure its continued existence. The Thruway continues in
existence today and credits much of that fact to these strategies.
TBO
also initiated an annual Senior Management Symposium as a tool for defining
and tracking strategic goals. These events continue today as a centerpiece
of the organization’s strategic management process.
One
initiative to grow out of this approach was an opportunity to “fast track”
the construction of all rest stop areas along the length of the Thruway
during 1992-94. With TBO acting as a facilitator, the Authority
engaged in a “partnering” process with the Marriott Corporation and McDonalds
to construct areas that won national awards for design and were finished
in record time.
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