BOTTOM-UP VALUE CREATION AND COLLABRATIVE STRATEGY FORMATION THROUGH PROJECT FRONT-ENDING: ENABLING ORGANISATIONAL TRANSFORMATION IN COMPLEX ENVIRONMENT

Abstract

This dissertation investigates how front-ending practices and design thinking shape projects to enable bottom-up value creation in complex organisational transformations. Drawing on Soft Systems Methodology, emergent strategy theory, and value co-creation concepts, the research examines mechanisms transforming project front-ends from planning phases into collaborative innovation spaces.

The study analyses Saudi Ministry of Health's Vision 2030 transformation (2015-2025), which engaged 60,000+ citizens through surveys, 2,450+ healthcare professionals through workshops, and 28 stakeholder groups across the healthcare ecosystem. Through analysis of transformation documents and interviews with 5 key ministry officials, the research documents how extended front-ending practices enabled integration of top-down strategic direction with bottom-up innovation.

Four mechanisms emerged from the analysis. First, front-ending functioned as value creation space where diverse stakeholders collaboratively explored problems rather than implementing predetermined solutions. Second, project shaping occurred through hybrid governance that balanced national strategic imperatives with frontline innovations via structured coordination mechanisms including 20 semi-autonomous healthcare clusters. Third, distributed value creation emerged through stakeholder networks systematically connecting citizen needs, professional expertise, and policy development processes. Fourth, collaborative strategy formation occurred as bottom-up innovations gained organisational legitimacy through demonstrable success and integration into national healthcare policy.

The transformation generated 150+ bottom-up projects, digital platforms serving 24+ million users, and systemic innovations spreading across the healthcare system. These outcomes demonstrate that projects can function as adaptive systems enabling collaborative value creation when appropriate governance structures and stakeholder engagement mechanisms are employed.

The findings provide initial evidence and practical insights for managing mega project transformations requiring both strategic coherence and local innovation, offering tested approaches for front-end structuring and stakeholder engagement applicable to similar large-scale public sector initiatives.