Energy & Utilities
To fulfil its social significance, energy and utilities companies need to increase both innovation power and operational excellence. The latter unlocks resources for the former. And makes the innovative claim credible.
What Turner can do
To deliver on its societal tasks and fulfil its significance, energy and utility companies need to increase both innovation power and operational excellence. The latter unlocks resources for the former. And makes the innovative claim credible. Energy and water-related companies play a vital role in society. Energy companies, both suppliers and network operators are playing that role in the energy transition. The demands of the climate agreement do not lie. Fulfilling these promises demands a lot from energy companies and the chains in which they operate. By definition, the issues have to be solved with governments, industry and sector organisations. Water-related companies have major challenges. There are increasing demands to fulfil basic tasks and these are coming under increasing pressure due to longer periods of increasingly structural drought. Combined with excess water that has traditionally been drained as quickly as possible in the Netherlands. At the same time, this also calls for innovation. Of new concepts that ensure that water is cleverly stored in times of abundance so that there are no shortages in times of drought. This is only possible through innovation in ecosystems. With governments at all levels, water companies and agencies, the agricultural sector, housing, etc. Turner supports strategy execution in these organisations and their chains.
Our services
- Portfolio management: sanitise, select and balance the change portfolio
- Creating breakthrough in 3 critical initiatives for change
- Demonstrating results of initiatives
- Strategy-execution and innovation as a capability within the organisation
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Portfolio management
Results: a simplified portfolio of change initiatives that's ambitious and attainable, 50% faster start of execution and innovation processes, 30% more of your annual goals and targets achieved
In 3 - 6 weeks, using our compact and proven method, we translate strategy into a portfolio change initiatives. We simplify the portfolio, cutting back on initiatives that are either to big or to vague to implement. In our experience, 33% is not a change initiative but business as usual on the 'run' side of stragegy execution, 33% has a flawed assignment or scope, 10% consist of projects that are continued for years withouth a clear purpose or goal, the so-called 'zombie' projects. 80% of the organizations have a change portfolio that's too big to succeed, ranging between 60 to 180 projects. That's called an disappointment waiting to happen. The energy & utilities sector is no exception. In our method, we select a change portfolio together, where the top 9 of critical change projects are sharply defined. Using two pages per initiative, using page 1 to describe the project and page 2 for the 'execution coalition'. That's the group of people who take ownership for the execution and the benefits of each initiative. This is how means will be freed up and how stakeholders can focus. And there's a renewed faith in the attainability of projects. Including a to-don't list.
Results: 50% faster execution and innovation processes, 30% more annual goals attained, create breakthroughs in 3 crucial initiatives
Goal: increase the organization's strategy-execution and innovation capability. Facilitate the top 3 must-have initiatives (‘change begets change’). Supporting these top 3 initiatives increases the chance of success. Small has the potential to become big. This is most certainly the case in the energy & utilities sector. Succes inspires members of the execution coalition who are involved in other initiatives.
Using a set of specific actions a our proven and practical methodology we deliver the execution for each must-have change project. Together with your people we will: (1) make clear why an initiative is a must-win battle, (2) there's real breakthrough, oftentimes from execution two solutions really well instead of five halfheartedly, (3) striking the first blow succesfully, there's only one chance to do it right, (4) every key player has 'psychological check-in'. Everyone should have an intrinsic motivation to be part of the change (5) preservation of progress, (6) we measure and manage the benefits, (6) that we learn
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Breakthrough in crucial initiatives
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Benefits management: quantify your initiatives’ results
Results: 30% more annual goals attained, 50% faster execution and innovation processes
Goal: Know if we realize what we aspire to.
From the start of the first execution initiatives, we set up a structure to track and manage the benefits of the change initiatives. We put the facts first. Professionals want and should be able to monitor themselves. The way we monitor matters: we keep it simple using new technologies and visual management (using modern dashboards). Internally - and where possible - externally. Open and transparent, also towards society.
Results: strategy execution and innovation capabilities strengthened in your organization
Goal: strategy execution and innovation can be executed by anyone anywhere in the organization. In every (semi)public institution and/or public-private partnership.
What succeeds and what not is left to chance too often. Especially in the (semi)public sector. Strategy execution and innovation are capabilities that should be developed, managed and improved on a structural basis.
Our solution consists of an assessment of an organizations maturity in strategy execution and (digital) innovation. Providing answers to questions such as: what is the execution-capacity of your organization? What's the difference between Improving, Renewing and ((Digital) Disruption? Portfolio: which initiatives are a priority? How can we let the 'running' organization take controle of these initaitives? Old versus new: how do we organize tthose best?>
We have a wide variety of examples of effective strategy exucution programs, program management offices, innovation centres et cetera. Those practical examples, together with our concepts and methodologies, are tailored to your needs.
For more information about the assessment:
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Strategy execution as a capability
Assignments in Energie & Utilities
Organizations we worked with and/or participated in case studies on strategy-execution and innovation-execution and/or endorse our methodology.
We make it happen
Our experts bring their knowledge of the trade to the energy sector. Plus a good dose of guts, creativity and empathy. Together, we come up with unexpected and innovative solutions.
Insights
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turner no. 1 Strategic Consultancy for 3rd straight time
For the 3rd year in a row, management professionals have voted Turner Strategy Execution the top strategic consultancy firm in the Netherlands in the MT1000 poll.
Turner is a ‘FD Gazelle 2020’
FD Gazellen 2020 Turner is a ‘FD Gazelle 2020’ Turner is a ‘FD Gazelle 2020’, which is a recognition for the fastest growing companies in
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Contact
We would like to get to know you. Do not hesitate to contact us if you have any questions!
Huize de Boom
Arnhemseweg 107
3832 GK Leusden
Phone: +31 (0)33 – 285 93 00
Email: info@turner.nl
OUR PEOPLE
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