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International Energy Services and Solutions Company

International Energy Services and Solutions Company
Region UK
Sector Energy and Utilities
Offering Strategy

The Challenge

Our client, the UK residential arm for an energy services and solutions company, operates in a dynamic, regulatory driven market. Buffeted by external change the business had become overly complex and inefficiencies had crept in, making it difficult to focus on the customer. Its people were struggling to navigate a myriad of ‘priorities,’ and weren’t able to confidently articulate what its strategy was. 

The international energy services and solutions company approached Q5 to help the organisation reach a common articulation of the strategy, and to re-align the business to successfully deliver it. 

Our Approach

Unpacking the strategy 

  • We first sought to help “unpack” each of the company’s three strategic priorities to understand the role of the UK residential arm in relation to them. 
  • To reach this common articulation of the strategy, we engaged people across the business, including holding focus groups with a cross section of employees across the country. Taking their input we worked closely with the MD and executive team to design two day-long sessions to engage the wider leadership team. 
  • The outcome was a set of three narratives that clearly described the purpose of the UK residential arm in relation to the wider organisation strategy. The collaborative approach we took was vital in engaging the employees in the analysis of the strategy, and involving a significant number of the organisation helped increase employee engagement since the work completed. 

Aligning strategy and structure 

  • The analysis of the strategy led to clear implications for the operating model, and so we embarked on a redesign of the organisation with the business.
  • The outcome was a single energy business structured around an end-to-end value chain and new operating model.  
  • This included integrating front and back end customer operations (from contact through to billing and collection) to create a truly consistent focus on customer outcomes.  
  • The new operating model integrated Smart activities across the value chain, rather than as a stand-alone business unit as had previously been the case.  
  • The design also established: a single commercial function focused on the full residential customer segment and more closely aligned with the central organisation’s commercial team, and a single change team, responsible for managing an overall change portfolio prioritisation model (another outcome of the work). 

A collaborative approach 

  • The defining feature of the client–Q5 relationship was collaboration. From the beginning there was absolute clarity on how we would work together. Our team supported the client by bringing robust organisation design and programme management methods, both proven and intuitive. Combined with the close partnership working, we maintained a vital external perspective via independent facilitation and supportive challenge.  

Key Outcomes

  • The result was a focused organisation ready to execute its strategy, and a lean structure with 13% of addressable cost removed whilst both increasing employee engagement and customer Net Promoter Score.
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