Strategic shift: Remote utility partnership
Our client is a major player in the utility, energy industry. We worked closely together with them all over the world. Well actually, from our home office. Due to Covid-19 we have not met in person in the 10 months assignment.
What they asked
Highberg was approached to help with a cultural transformation and the launch of their new internal strategy. This involved the following goals:
- Refine, launch, and embed new strategy;
- Act and collaborate as one organization;
- Unify target setting processes across the different departments.
What we’ve been doing
Together with the client transformation department we formed a transformation team. We started with several workshops with top management to refine and align on the new strategy. As a result, we captured the strategy in one explanatory visual. This visual among other things we used for communicating the new strategy. In close collaboration with the communication department we prepared the official internal strategy launch.
The new strategy is emergent and therefore constant validation is critical. We established organizational OKRs and designed a strategy deployment mechanism of quarterly events, where we plan and align priorities, accompanied with a monthly sync to track progress. This new installed process embodies the objectives of fostering a culture of transparency, learning organization, and accountability.
The next step is to connect the departmental operations to the strategy deployment rhythm and build a continuous feedback loop.
One of our consultants about this collaboration
“I truly enjoy working with this client. Although I have never met the team in person, I feel we have been working at the same desk. The industry and business challenges demand a shift in how the client operates. It was a great experience to design and install new strategic and operational processes in close collaboration with the client.”- Eveline Sintnicolaas, consultant
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