Organization, professionalization and adaptation of services for a cultural heritage and archaeology management company


We are at a time when Covid-19 has fully affected the cultural and heritage management world. The restrictions and the movement of people have a direct effect on this type of business.

In the world of archaeology, market fragmentation in small companies is the usual standard, therefore, it is time to make decisions and choose the path that any company wants to follow in terms of business and service delivery. Current positioning and preparedness will shape the near future of companies in this field.

ST strategy helped PatrimoniCultural* to develop a reorganization and communication strategy, proposed the client acquisition methodology and reconverted the company’s gears and objectives internally, turning it into a potential sustainable company within the industry.

Archeology and cultural heritage company

Managing a commercial problem in the midst of the Covid crisis

Reorganize the company and give it a clear focus

The complete story


In the world of archaeology, competing companies see that most companies are formed by small units of people and with an average professionalization, since contracts (in the vast majority of cases) are closed by price and not by quality or value.

The company has a higher volume of partners and personnel than the average in the sector, but additionally, it has more experienced experts in the field who are in constant training (due to its link with research and university training).
Therefore, the focus of the company’s services and organization was not the most optimal, as the company was facing clear problems of stagnation and the possibility of closure.

The company’s partners found themselves unable to adapt to the reality of the sector and the difficulty of changing the proposal of services to give a change of direction to a company with experience, but without success in attracting and differentiating itself from its competitors.

Changeover points

In close collaboration with the company’s partners and management, ST strategy served as strategic advisor and developed a comprehensive transformation plan that addressed three key challenges:


  • Communication: The company’s management was unable to convey an understandable message to the market about the service offered, but internally there was no clear flow of information about the aspects to be communicated and the type of strategy to be followed. We worked on the message to be projected taking into account the sector and services, while reforming the internal communication flows and the mechanisms to be used.
  • New commercial strategy: We conducted a study on the type of services to be offered, making an intense analysis and modifying the company’s value proposition according to its strengths and market needs. We offered alternatives in the search for new opportunities and alternative client segments, focusing efforts on relevant projects and segments of high profitability for the company.
  • Transformation of the internal organizational structure: The management and direction of the company was fragmented in terms of decision making. A new organizational chart and definition of the organization was created, with a renewed general management and clear roles for each of the company’s partners. We worked on the type of leadership to be followed and the priorities and objectives to be achieved in each of the business lines. The internal work methodology was transformed, generating a more efficient and productive structure than the existing one.


We recommend to the partners the optimal measures to improve the organization, the attraction of new projects and the communication of the company. We work in partnership by proposing:

  • New general management and modification of the organization chart based on the capabilities and skills of the team, introducing operational flows at the business unit level to increase responsibility.
  • Focus on businesses where the company adds value and fits in terms of quality and structure, eliminating lower-margin services that take up more of the team’s time and provide less value to the client.
  • New line of business based on potential tenders in the sector.
  • Incorporation of decision-making tools in each of the business lines to manage and position the company in terms of the decisions it can and cannot take.
  • Redefining the corporate image to communicate clearly and accurately the services offered by the company. Optimization of existing external channels.
  • Establish company-wide processes and protocols with clearly defined roles and responsibilities and improved visibility.

* The confidentiality of our clients is a priority of the company. Although we have changed their names, the information is real