Case Study: U.S. Utility Organization –SmartMeter Roll-out

Preparing a U.S. utility organization’s standup of a new Organization to support SmartMeter Roll-out

Description of the scope of work:

Hired by a major utility provider in California to support the standup of a new organization that would support the new technology and services for a successful SmartMeter rollout. As an independent consultant, worked as part of a larger team to scope, organize and support specific Organizational and Change Management (OCM) needs for the standup of a new organization within a three-month window.

Business challenges include:

  • Silo organizations currently supporting SmartMeter rollout and the lack of transparency as a result.
  • Reorganization of separate entities into one organization.
  • Executive turnover.
  • New technology.
  • Repeated attempts to align this organization in the past.
  • Time: three months to assess and deliver on Organizational Change Management (OCM) needs for standup of new organization.

Nimble Consulting will execute using the following approach:

1. Quickly understand, think through and devise a plan.

  • Analysis of current state against future state for functionality needed in the new organization.
  • Clear documentation and agreement of benefits to business owners and future entrepreneurs.
  • Current state analysis of the different organizations supporting smart meter rollout, with a focus on Organizational Change Management (OCM) needs.
  • Developing a project plan focused on OCM and coordinating with other components of larger project.
  • Develop an engagement model and communications plan.

2. Work effectively with all relevant stakeholders.

  • Identify and work with all key stakeholders from a business perspective (internal project, executive sponsors, customer care organizations) and technology perspective (security, back-end IT , etc.)
  • Readiness assessment: visit and interview key stakeholders and conduct interviews to assess OCM needs.
  • Identify and tailor OCM products (communication, training, etc.) accordingly.
  • Develop final products and update regularly/as needed.
  • Coach executives and develop change agents.
  • Regular project meetings for internal project teams and coordinating/connecting stakeholders across the larger program as necessary.

3. Execute with ease and speed.

  • Once agreement of requirements around communications and training is reached, work quickly with a small development team to produce final products.
  • Review draft versions with key stakeholders and pilot as necessary.

4. Move as one organization towards a common vision or goal.

  • Regularly pulsing business owners on progress, concerns, questions, etc.
  • Project coordination with internal project team members.

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