• A shared vision that strengthens alignment and direction within the leadership team
• A new departmental structure based on capabilities
• An implementation plan translating the vision into action and development
• A starting point for strengthening agility and positioning
Grid operators like Stedin face major challenges due to the energy transition, digitalization, and changing market structures. Despite strong performance, this department identified a need for a new vision and a future-proof organizational design to increase agility and strengthen both internal and external positioning.
The need for greater agility
The department responsible for market facilitation, creating the conditions for an efficiently functioning energy market, experiences increasing speed and complexity in developments originating from within the organization, partnerships, and the broader market. As a result, the department aims to become more agile. Agility is essential not only to respond to unexpected developments but especially to proactively anticipate trends such as increasing flexibility, the emergence of new energy carriers, and evolving legislation and regulations.
Creating a new vision
The ambition to become more agile led to the development of a new, broadly supported vision, the identification of required capabilities, and a future-proof organizational design. First, the perspectives of internal and external stakeholders were mapped through interviews and desk research. Subsequently, in interactive vision workshops, we co-created, together with the leadership team and key players in the organization, a shared future perspective and vision for 2029. By exploring different future scenarios for the energy sector in 2040, a unified perspective and common language were established. This formed the foundation for the new vision, in which the department strives for integrated collaboration and knowledge sharing both within and outside the organization.
“Beyond the practical results, Been helped us align as a team: how we view the future, how we work towards our shared goal, and how we can realize our vision step by step”
Cees de Snoo, manager Change & Data
A future-proof organizational design
In follow-up sessions, the future value and the capabilities, the competencies that enable the department to realize its vision, were identified. The refined departmental structure was developed step by step by assessing various design scenarios against guiding principles. This resulted in a new organizational design based on capabilities, with clear attention to roles, responsibilities, and collaboration within the department.
Getting into motion
With the new vision and departmental structure in place, the department must move faster. To effectively communicate the necessity and urgency and to activate employees, we collaborated with the leadership team to shape and share a relatable change story. This story emphasizes that while existing strengths are preserved and reinforced, the department is taking on a new role. This transition does not happen overnight but progresses gradually according to a well-defined growth plan with clear actions and milestones. It requires engagement and development from employees, who will grow along the identified capabilities and thereby contribute to realizing the new vision.
Creating value in- and outside the organization
This project has resulted in a clear vision and a future-proof organizational design for the department. Collaboration within the leadership team has been strengthened through a shared understanding of the department’s direction. With the shared vision and focus on agility, the department is better equipped to respond quickly to changes in the energy market, strengthen its positioning, and sustainably deliver value to customers and society.
"In a short period of time, we achieved results together that gained broad support: the new vision provided the management team with a foundation for a new organizational structure, enabling the department to operate more flexibly."
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