Strategy & programme design
We help institutions turn strategic objectives into programmes, initiatives and policies that can actually be implemented — from diagnosing the challenge and designing the model through to the roadmap and delivery support.
Strategic objectives become useful when they are translated into programmes, structures and clear routes to implementation. That translation is where Yomn works: we diagnose the problem, design the programme or policy framework that addresses it, structure how it will be delivered, and stay involved through implementation where that is useful.
An objective has to become a structure before it becomes a result. That means understanding the problem properly, deciding what the programme is actually trying to change, and then designing the model: the phases, the participation, the roles, the decision points and what has to exist before anything can start.
We usually work with teams that already hold the mandate and the objective, and need a partner to turn it into a designed programme with a credible route to delivery.
Not a branded methodology — this reflects how our strategy and programme work has typically progressed.
We start with the problem rather than the format. On Jada 30 we ran a study into why the Social Development Bank's beneficiaries were failing before any programme was designed, which is what made the design targeted.
We agree what the programme is trying to change, who it needs to reach and what constrains it — so the design is judged against a clear intent rather than an activity list.
The framework itself: structure, phases, the participation and engagement model, selection or assessment criteria, and the journey a participant or beneficiary moves through.
How the programme will actually run — phasing, responsibilities, the sequence of workstreams, and the components that must exist before launch. On the SFDA programme this included the delivery roadmap alongside the framework.
Where it forms part of the scope, we stay involved through delivery rather than handing over a document — programme management, the supporting content and platforms, and activation.
Social Development Bank
Diagnosis, programme design and sustained delivery. We ran the study into why the bank's beneficiaries were failing, designed and implemented an online and offline mentorship programme, and developed a training library of more than 60 modules. The programme ran from 2021 to 2024.
A 43% reduction in failure rates among participating companies.
View projectRiyali Charitable Foundation
National programme architecture and participation model. We designed the programme framework and the participation and engagement model, built the digital registration platform, managed the educational content, and oversaw implementation across participating schools Kingdom-wide.
More than 50,000 students took part and 14,000 schools registered.
View projectAseer Region Development Authority
Programme concept, structure and participant model. We developed the overall concept and organisational structure, designed and managed the participant journey across every stage, and built the supporting website and visual identity.
1,500 participants and 2,000 training hours delivered.
View projectFamily Affairs Council
Programme architecture and execution framework. We designed the concept, structure and execution framework, led participant journey and engagement design, and built the supporting platform including its training, judging and filtration modules.
View projectDesign work is more useful when the people who wrote it can help carry it. Several of our published projects show Yomn remaining involved from design through implementation. We do not provide every capability on every project; the scope is agreed for each one.
Government entities, authorities and councils; ministries and transformation offices; development banks and funds; and — where the work is institutional rather than commercial — foundations, large corporates and social-development organisations.
Our strongest programme work began with research into the actual problem. Jada 30 started with a study of why businesses were failing; Negaderha began with a study framework and stakeholder fieldwork.
The frameworks we describe were not left on paper. Ashbal Riyali reached 14,000 schools; Jada 30 ran from 2021 to 2024.
The same engagement can span diagnosis, programme design and implementation support, so intent is not lost in a handover between an adviser and an implementer.
Jada 30 recorded a 43% reduction in failure rates among participating companies — a designed programme with a reported outcome, not just a delivered activity.
The structure and phases, the participation or beneficiary model, selection and assessment criteria, roles and responsibilities, the journey people move through, and a decision on the components the programme needs before it can start.
Yes. Policy research, policy design and advisory are part of our offer, particularly where policy needs to connect with strategy, programme design or implementation.
Where it is part of the agreed scope, yes. Several of our programmes ran from diagnosis and design through to delivery, including Jada 30 over three and a half years.
Most of our published programme work has been with government entities, authorities, councils and development banks, but the same approach applies to foundations, funds and large institutions running programmes of national or social significance.
We help institutions decide what impact they exist to create, for whom, and how to pursue it — from impact ambition and theory of change through to the portfolio of initiatives that delivers it.
We help institutions build the strategy, systems and capability to innovate repeatedly — rather than rely on one-off activity that fades once the event is over.
Book a meeting with the Yomn team to talk through the problem, the scope and how a programme could be structured.
