How we supported the creation of a future-proof vision and organizational design for a department of 150 employees within a Dutch regional grid operator.
• A shared vision that strengthens leadership alignment and direction
• Organizational design focused on core capabilities and collaboration
• A roadmap that translates ambition into action and development
• Ambition to improve agility and internal & external positioning
Regional grid operators face major challenges from the energy transition, digitalization and shifting market structures. While performance was solid, the department desired a new vision and a future-proof organizational design to increase agility and strengthen internal & external positioning.
The desire for greater agility
The department responsible for market facilitation, creating the conditions for efficient functioning of the energy market, experienced that challenges within the organization, in partnerships, and from the market itself were increasing in speed and complexity. As a result, the department expressed the wish to become more agile. Agility is essential not only to respond to unexpected developments, but also to proactively anticipate trends such as increased flexibility, new energy carriers, and changing regulations. The department aims to collaborate integrally, break down silos, and actively share knowledge within the organization. This requires an organizational design focused on clear responsibilities, stimulating ownership among employees, and developing the right capabilities. By investing in agility, the department can respond more quickly and effectively to market developments, strengthen its role, and continue to deliver sustainable value for customers and society.
Creating a new vision and organizational design
The desire for agility led to the development of a new, shared vision, the identification of required capabilities, and a future-proof organizational design. First, through interviews and desk research, the perspectives of internal and external stakeholders were gathered, ensuring a clear picture of both the department’s current strengths and external developments. Next, in interactive vision workshops together with the management team and key stakeholders from the organization, a shared future vision and the ambition for 2029 was established. In follow-up sessions, the future value delivery and core capabilities were mapped out, clarifying where the department needs to excel to continue fulfilling its role in the energy transition. Based on this, a new organizational design was developed, with attention to roles, responsibilities, and collaboration within the department.
LET'S CHANGE THE SYSTEM!
Getting into motion
The new vision and the desire for agility mean that the department will get into motion. While existing strengths are maintained and reinforced, the department adopts a new role. Taking action requires more than a vision and design. The implementation plan provides direction with clear actions and milestones. At the same time, employees will be actively involved in the change: through training and knowledge sharing, they will develop the skills needed for the new direction
Impact within and beyond the organization
This project has resulted in a clear course and a future-proof organizational design for the department. The leadership team has been strengthened by a shared vision. The department is working on a new structure and capability development. Thanks to the shared vision and the focus on agility, the department is now better able to respond quickly to changes in the energy market, strengthen its position, and deliver sustainable value for customers and society.
“Within a short timeframe, we jointly achieved widely supported results: the new vision provided the MT with a basis for a new organizational design that will enable the department to increase its agility.”
How we supported the creation of a future-proof vision and organizational design for a department of 150 employees within a Dutch regional grid operator.
How we helped NAM translate strategic goals into measurable design criteria, compare scenarios, and select a scalable organizational structure with governance.
