• Doing more with the same (technically skilled) people
• Focus on core business
• Improved cooperation between interdependent departments
• Successful implementation of improvements
• A successful contribution to the energy transition
Enexis faces a huge challenge. How can it prepare the electricity grid for sustainable yet volatile energy sources whilst guaranteeing energy supply is reliable and affordable? At a time when technically skilled staff is scarce. Simply put: the company must do more with the same people. But how?
Focus is the word
Enexis Netbeheer is working on a multi-year project to bring about this change. It's called Operational Steering, and our consultants support (part of) this program. We helped them focus on its core business: the energy infrastructure. For instance, by applying the OGSM method, which stands for Objectives, Goals, Strategies & Measures. Our team used this to translate the company's strategy to the responsibility of various departments. What are we here for? What can you expect from us? What 'products' should we deliver? What behavior should we display? Using OGSM, it proved teams could do more than expected. As long as they organize things a little differently. Focusing on what needs to be done and then finding new solutions to reach those goals. For example combining regular maintenance work on high-voltage stations with new work to expand those stations. Turning two projects into one.
Run versus Change
The consultants also introduced the concept of 'run versus change'. What are operational improvements on a day-to-day basis? And what are more rigorous long-term changes? By addressing these topics in separate management team meetings, the meetings become more focused. Moreover, it makes sure the long-term changes aren't pushed back because short-term problems are more pressing.
The OGSM method helped us a lot. To focus on what really needs to be done.
Henri Lemmens, manager at Enexis Netbeheer
The team also introduced a concept called a performance dialogue. In this dialogue, managers have 1-on-1 conversation with their employees about their key performance indicatores (KPIs). What's the progress? What was the goal? Can we explain the differences? What can we do to reach those goals? This helps to have a honest and focused discussion.
"I loved helping these committed teams handle their enormous workload.”