UTILITIES SERVICE PROVIDER

Designing an operating model for a leading utilities service provider to future-proof organisation.

A leading utilities services provider needed to update their business and IT operations so they could scale easily.

At a glance

A leading utilities services provider needed to update their business and IT operating model to future-proof the organisation for scale increases. To execute this, Credera worked with the Board to articulate a new business vision and translate that into strategic imperatives for the year ahead. We then converted the strategy into a high-level operating design with an enterprise operating model.

The Challenge

Need for modernisation to prepare for future digitally-enabled growth.

This utilities service provider needed to update their IT and business operating model to prepare for anticipated scale increases, but they did not have the governance or delivery structure in place to deliver change.

We identified key business value streams, delivery dependencies, and the IT application roadmap required to deliver the desired digital transformation.

In doing so, we set out a cloud migration and market procurement strategy to upgrade their existing tech capabilities which were no longer fit for purpose. We also identified new revenue streams and market opportunities for further exploration.

The Solution

Business & digital transformation roadmap to prepare for future growth.

We produced a ‘Current State Assessment’ of their operating model, documenting the ‘As-Is’ end-to end-processes in place. Using an industry-tailored capability model, we then evaluated the application landscape and used this to pinpoint any gaps. In doing so, we were able to identify quick wins that would generate value and unlock further funds for change. Working closely with the Board, we converted the business strategy into a high-level operational design and an enterprise operating model for digital enablement.

The Results

Creating a value generation growth plan to guide capital investment.

We defined ‘To-Be’ value streams across the business, generating a high-level view of the target state.

Through evaluating new product ideas using Ansoff’s strategic product planning tool, we then identified two key areas for immediate growth. This enabled the business to drive value through digital adoption, cloud migration, process automation, and standardised capabilities.

An assessment of changes required for each stream was captured in a solution roadmap, with documented requirements to support an RFP tender to deliver against the roadmap.

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