Energy IT Leadership Spotlight On: Change & Leadership Capability
Water Asset Management Transformation Spotlight On: Target Operating Model
Challenge: This FTSE 100 energy company operated a federated model across its IT function with dedicated functional teams within each of its seven business units, supported by a Group IT function responsible for Group-wide strategy, policy, and architecture Within its Customer division the company needed an interim IT Director to lead the team following the departure of the incumbent. Project One was asked to provide a high calibre individual with the relevant experience to provide stable leadership for the IT team whilst a permanent replacement was recruited Approach: Project One provided an interim IT Director for the Customer business for nine months to act as a member of the Group IT Leadership team and take end-to-end accountability for all IT delivery to the MD of the Customer business We led the Customer business unit IT team throughout the interim period to ensure that the operational IT provision supported the business needs In addition, we provided leadership to three key IT transformation programmes within the business unit covering Core Platform Replacement, Smart Metering and Faster Switching
Challenge: Our customer is an asset intensive business – they need a good understanding of what’s happening both underground and above ground with their pipes, pumps and sewage works With dated systems, they were facing some issues around understanding the health of their assets and receiving high-quality, accurate data In order to maintain high levels of service to customers, they embarked upon a major programme to transform their Asset Management activities Approach: Project One helped to develop a target operating model, which enabled the customer to understand the capabilities required as an organisation, take advantage of investment in technology, clarify accountabilities, improve customer service and reduce operating costs Project One led the customer’s leadership team through a disciplined process over a three- month period, at which point, Project One facilitated agreement across the business on the target operating model to implement
“It was really important for myself and my team, to have the right people helping us, and after interviewing a number of different parties, we got a really good feel for working with Project One from the initial discovery day we were very much aligned on what we wanted to achieve. The methodology that Project One brought was the type of process we would be comfortable with and wanted to follow. They were not consultants who knew the answer already and imposed their views – they worked through a process to help us identify where we wanted to be, not where they thought we should be.” What’s really important to us as an organisation is trust, and we want to work with partners who we can trust. From the one piece of work we’ve done together, I would trust Project One to work on future projects with us.” Head of Asset Management Transformation
Outcomes: Our interim support ensured stability for the Customer business unit IT function during a period of leadership change and enabled their key change programmes to remain on track for delivery We ensured there was a smooth transition and handover to new IT Director following their appointment to the business.
Outcomes: The new target operating model was developed and approved in 12 weeks It covered all activity from strategic planning, through to asset delivery and operation, to maintenance and repair The programme overall will help the customer deliver sustained and improved levels of customer service Our customer is also now able to manage the service more efficiently, by better managing their asset base, avoiding unplanned interruptions or major outages.
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real change • real difference
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