Government
Leadership Transformation at Kumul Consolidated Holdings
Unifying strategy across State Owned Enterprises to drive national performance and alignment.
Strategic outcome sought
Kumul Consolidated Holdings (KCH) oversees Papua New Guinea’s State Owned Enterprises, including some of the country’s most critical infrastructure and economic assets.
KCH required support during a period when strategic alignment, reporting discipline and leadership cohesion were vital to achieving national priorities. The need was clear. A unified direction and stronger leadership capability were essential for sector wide performance.
Our process
RDL worked closely with the KCH Board and Executive to assess the current state of strategic planning, accountability systems and reporting structures across all SOEs. It quickly became evident that each entity was operating in isolation, with its own planning frameworks and assumptions. This resulted in inconsistency, inefficiency and a lack of unified intent.
RDL facilitated a reset of strategic architecture across all entities. This involved working directly with ten SOE CEOs and their executive teams to build trust, demonstrate value and secure genuine cooperation. The focus was on creating a sector wide approach where planning, prioritisation and reporting aligned with KCH expectations and national goals.
RDL then led the design of Annual Operating Plans for each SOE and for KCH. These were consolidated into a single submission for the National Executive Committee, giving visibility over financial, operational and transformation priorities at a national level.
Creating legacies
Throughout the engagement, RDL delivered leadership transformation programs aimed at shifting behaviours, strengthening accountability and improving collaboration across organisations.
Leaders were challenged to move beyond silos and step into a mindset focused on national impact. This created stronger self awareness, shared responsibility and a culture of alignment from boardroom to execution.
The result
KCH now operates with a clearer strategic foundation, greater leadership cohesion and a more disciplined approach to planning and reporting.
The work enabled:
• Consistent performance expectations across all SOEs
• Better comparability and visibility of results
• Stronger collaboration between organisational leaders
• A unified strategic lens aligned to PNG’s development objectives
These outcomes positioned KCH and its SOEs to contribute more effectively to long term national progress.
