Utilities Business Transformation on a Global scale
The Challenge
HowWe Helped
Our customer, one of the world’s biggest Utilities companies, was challenged by OFGEM through the RIIO framework, to play a full role in the delivery of a sustainable energy sector, and in a way that delivered value for money for existing and future consumers. To meet RIIO targets, our customer had several major challenges.An ageing workforce was resulting in skills and experience being lost over time, processes were not standardised across teams, there was little evidence of problem solving and no continuous improvement culture. Limited collaboration across end-to-end processes gave rise to sub-par strategic alignment between functions. Performance metrics were largely limited and not linked from team level upwards.Two way communication between all levels was recognised as an area requiring improvement.
Unipart Consultancy created for this company its own version of ‘The UnipartWay’, called Performance Excellence (PEx) and implemented it organisation wide.The key objectives of PEx were to: • Develop a change programme to implement new ways of working across the organisation to understand and improve performance at all levels • Drive a culture change and increase the maturity the organisation’s continuous improvement ways of working by engaging the employees and creating sustainable change • Develop and populate a Learning Academy with materials, resources and process relating to Performance Excellence so that they were self-sufficient • Build Internal expert change lead capability that is self-sufficient and self-sustaining • Build line organisational capability to understand and improve performance through continuous improvement • Develop leaders and managers to allow them to effectively support the change process. Programme scope covered all UK and US based activities across field operations, back office processes and support functions. In the UK the programme actively engaged nearly 7000 staff and in the US 4000 people over a 4 year period. At peak the UK programme had 60 Unipart Consultants coaching and supporting the customer’s teams with similar numbers in the US.The consultants were responsible for training, coaching and developing the customer’s practitioners, in the line employees and managers using a robust process improvement framework and capability frameworks.
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