Ocean Park Hong Kong undertook a large master redevelopment starting in 2006, which doubled the number of attractions (from ~35 to over 70) and expanded uses within the same park footprint, while the park remained fully operational throughout construction — a complexity often compared to “open-heart surgery while the patient is running a marathon.”

The project was completed on-schedule and under budget — a rare achievement for an active entertainment facility undertaking major expansion.

I. Leading the Organisational Transformation

JCP was engaged by Tom Mehrman the CEO to work with the executive team to help them forge a clear, bold strategic vision and a transformation strategy framed not as tactical patchwork but as strategic reinvention. The process kicked off with 1 to 1 discussions with all the Function Heads followed by a 3 day strategic workshop.

The Outcome

• Senior leadership articulated a compelling future state.
• The mission unified Function Heads around a shared vision and shared goals.
• A new ‘collaborative’ culture was established where function heads ‘owned’ the transformation programme and were collectively responsible for delivering it. This helped align the function heads in supporting the Project Director, the design team and the construction team rather than resisting the decisions and actions that were vital for programme success.
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II. Maintaining the Collaboration Across Disciplines

• JCP supported the Executive Team at their monthly meetings to reinforce the collaborative ethos
• We facilitated annual 4 or 5 day ‘retreats’ with the ‘Top 60’ managers throughout the Transformation to develop Cross-Functional Integration and sustain a culture of shared ownership and trust

The Outcome

The whole Transformation Programme was completed on-schedule and under budget

III. Summary of Key Success Factors (Organizational Development & Collaboration Focus)

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The Ocean Park redevelopment stands as a notable example of organisational ambidexterity — the ability to run current operations while engaging in transformational change. Its success reflects not only engineering and construction excellence but also strong organisational development practices: shared vision, collaborative culture, disciplined governance, and adaptive planning.