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Organization and Institutional Building
Operations
Mergers & Acquisitions
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For several large Groups in Lebanon, Mr. Dib plays the role of an-going advisor in strategy, contributing advice regarding business portfolio analysis, growth strategies including major investments, divestitures, regional expansion and diversification.
For the second largest international contracting company in England, Mr. Dib developed an international strategy that selected the countries the company should do business in, the products it should offer, and the arrangements (e.g., joint venture or direct) it should follow. Mr. Dib also helped structure the foreign operations to isolate the parent company in the UK from the financial risk of very large contracts, especially with the Saudi Arabian joint venture. In this high-risk management area, he also developed a major project selection and management system.
For a worldwide supplier of parts for the aerospace industry based in Springfield (USA), Mr. Dib developed a European strategy for the French, German, English, and Italian markets. In particular, he helped evaluate whether or not the parent company should invest heavily in its French subsidiary to capture the European aerospace market.
For a major machine tool builder, based in Detroit (USA), Mr. Dib developed a diversification strategy out of the automotive industry. In particular, he helped identify which industries are most attractive to the client and what operational changes are required to succeed in the new markets. Mr. Dib helped the client identify, negotiate, and set up a joint venture in Mexico.
For the Ministry of Telecommunications in Lebanon, Mr. Dib developed a data communications strategy to provide Lebanon with a Data Transmission. network.
For several investors in Lebanon and in France, Mr. Dib conducted several feasibility studies for creating new projects in the tourism, leisure, retail and real-estate sectors.
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For several large Groups in Lebanon, Mr. Dib advises Chairmen, Executive and Top Management on matters of Governance, Organization structure, Decision-making and Financial Commitment Authorities, Cultural Change, design of Management Information, Internal Audit, and Financial Control Systems.
Mr. Dib counseled in 1983 H.E. the President of the Republic of Lebanon on the organization of his office.
For the Saudi Arabia Ministry of Public Works, Mr. Dib helped in 1977 design a new organization structure and management systems to cope with the rapid growth in the number and scope of projects under the responsibility of the said Ministry.
For a major Saudi Arabian contracting company, he helped the managers-owners decentralize decision making in their organization. This has entailed a top management restructuring and a new definition of roles and responsibilities of key divisional managers. The study team advised the client on the profile and potential recruiting sources for new management positions.
For the largest European manufacturer of industrial furnaces, Mr. Dib helped reorganize the company to become more dynamic in responding to market changes without additional manpower. This has entailed a very close working relationship with key departments and middle managers to understand and change their management style and the development of light, simple, and effective management systems.
For the Ministry of Telecommunications of Lebanon, Mr. Dib was involved in coordinating, planning and implementing the interface between the P & T administration and foreign resources.
For OGERO in Lebanon (Organisme de Gestion et d'Exploitation de Radio-Orient), Mr. Dib has redefined the organization structure to account for the drop in their activity.
For Electricité du Liban, Mr. Dib developed a master plan for complete reorganization as well as contributed in identifying the priorities for the implementation of required action programs.
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For a major oil Company in Saudi Arabia, Mr. Dib helped identify cost reduction opportunities of their community services. This has necessitated a thorough understanding of the relative cost/value of each service to the community. In addition, he developed a system to select and manage major development projects in the community services area.
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Mr. Dib acts as an advisor to Chairmen, shareholders and Executive Boards in the context of various capital transactions, such as equity sales, mergers & acquisitions and joint ventures establishments. His advice concerns various aspects of the transaction, such as setting the rationale behind the transaction, the deal structure, the decision of how broadly to market, the profile of the ideal investor, valuation and ideal price setting. He also plays the role of a facilitator between parties during negotiations until memorandums of understanding and letters of intent are reached, and assists the parties in preparing shareholders agreements and management agreements.
For a major US corporation, Mr. Dib evaluated an acquisition candidate in the electronics industry. The emphasis of the work was on identifying the market attractiveness and competitive position of the acquisition candidate and on finding out if new technologies were threatening any of the candidate's key products. In addition, a preliminary assessment of the candidate's management departments and systems was made.
For a major US machine tool builder, as part of the diversification move, Mr. Dib screened the three most attractive candidates for acquisition to start negotiations with. For the same client, he also helped evaluate several acquisition opportunities to better position the customer in face of important technological changes taking place in the US automotive industry between 1980 and 1983.