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The last twenty years has seen a fundamental transformation in understanding what activities should be undertaken by government, and how those activities
that continue to be performed by government should be undertaken.
The response to the first of these two changes has been widespread privatisation of government enterprises and the outsourcing of many activities previously
undertaken
by government. The response to the second has often been the corporatisation of government businesses, with enterprises remodelled in a way intended to reflect
the behaviour of a privately owned enterprise.
The pace of the global trend of privatisation over the last decade has sometimes masked the fact that privatisation has not been uniformly successful.
Accumulated world-wide
experience suggests that the way in which privatisation or corporatisation is implemented can have a very significant impact on the resulting outcomes.
Successful structural reform requires:
Clear identification of the objectives that the reform is seeking to achieve
Inclusive consultation with key stakeholders
Analysis of the existing competitive environment
Examination of the economies of scope and scale
Development of options and their likely impact on the capacity of the organisation to deliver an acceptable standard of service, and the incentives for it
to do so
Assessment of the relative importance of (often conflicting) objectives
Review of the political, economic and organisational situation in which the privatisation
or corporatisation takes place
Development of a tailored solution which balances the economic, political and social goals of the government undertaking the structural reform
Careful communication of the intended solution and the reasons for it to affected parties including employees of the enterprise
Implementation of a transparent process for giving effect to solutions.
Benefits of using Meyrick
Breadth of experience: Our consultants include former executives who bring you more than 20 years experience in assisting companies and government
agencies throughout Australia and overseas.
Strategic and practical: Our work has earned us a reputation for developing solutions that address our clients' interests in a
practical and sustainable way.
Long-standing partnerships: We value highly our long-standing relationships with our clients. We strive to build these relationships by working side
by side with them rather than adopting a distant advisory position.
Committed to professional excellence through multi-disciplinary learning: Our key source of competitive advantage is
our practical and analytical resources. So we continuously invest in these through formal and informal learning for all of our staff.
Some of our Projects
ADB/People's Republic of China: Review and provide advice on toll road corporatization strategy Wyndham Port Authority: Advice on privatisation of
operations
Esperance Port Authority: Examination of options for privatisation by management buyout
ADB/Republic of Marshall Islands, Ministry of Transport: Advice
on corporatisation of ports and airports
ADB/Government of Fiji: Advice on maritime sector restructuring and privatisation of port services
ADB/UNTAET: Advice on corporatisation of Port of Dili, East Timor
Fremantle Port Authority: Development of structural options
Government of Tasmania: Advice on options for reform of the Tasmanian ports sector.
 Download a Structural Reform Services document here.
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