Stedin | From strategy to ownership in the line organisation 

  • How we helped Stedin embed its resilience strategy in the line organisation within six months, in a structured way.

9.0 Customer Satisfaction

  • • Clear choices per theme: which measures take priority and what result they aim for
  • • An owner in the line for every measure, who has consciously taken on that responsibility
  • • Resilience embedded in departmental annual plans and regular progress reporting
  • • A lighter programme governance that safeguards the integrated overview
  • With an approved resilience strategy, Stedin has set a clear course to keep the energy supply reliable in a changing world. The next ambition was to make that strategy part of day-to-day work as quickly as possible. Many measures were already under way, but coherent governance and monitoring across them was still lacking. Stedin deliberately chose to place execution in the line organisation: with the departments that do the work, through the plans and reports that were already in place. Resilience is a shared task that touches many departments. That calls for clear choices and clear agreements on who is responsible for what. Together with Stedin, we set up and guided this implementation, and provided interim support for programme management.
  • Our approach
  • Within six months, the strategy had taken root in the organisation. The pace came from structure: a clear plan, a compact core team, an iterative process and fixed decision points. Proposals were tested straight away with the people who would work with them, so that quality and support grew together. The approach focused on four outcomes.
  • Focus: clear choices per theme
  • In working sessions per theme, the leads of the agreed resilience themes and the departments involved decided together which measures contribute most to the objectives, which take priority and what result each should achieve. By choosing first and assigning responsibilities second, every theme ended up with a realistic package with broad support. Owners therefore know why their measures matter.
  • Been brought structure, calm and pragmatism to our strategy development on Resilience, a topic that touches our core tasks.
  • Leonie Zeestraten, Director Strategy & Regulation, Stedin Group
  • Ownership: responsibility taken on deliberately
  • For each measure, Stedin set out which department is accountable and who takes on delivery. The responsible directors then explicitly took ownership of their measures and made mutual agreements on their contributions. Ownership thus became a deliberate commitment, carried by the people who direct delivery. That gives conversations about progress a clear basis.
  • Embedding: anchored in the existing cycle
  • Delivery has been built into the plans and reports that departments already manage by. The measures were translated into the departments' own objectives and included in their annual plans, and progress is tracked through regular progress reporting. Resilience is thus a fixed part of the organisation's normal rhythm, without a separate structure alongside the line.
  • Overview: A lighter programme governance
  • With ownership in the line, the programme took on a new, lighter role: monitoring, signalling and advising, and safeguarding coherence across the themes. A fixed monitoring rhythm with the theme leads keeps that integrated overview up to date and shows early on where alignment or a decision is needed. Finally, programme management was handed over to Stedin's own organisation, so that Stedin continues the implementation independently.
  • Impact and results
  • Within six months, Stedin has moved from an approved strategy to delivery that is anchored in the line. Departments deliver and report through their own cycle, while the programme oversees the whole. As a result, resilience is now part of Stedin's regular management. This helps ensure that customers and society can continue to rely on their energy supply in the future.
Profile photo Roel
  • "Speed and quality go hand in hand when ambition, urgency and commitment come together. This project proves it: an Executive Board that set the direction, and management and staff who took it on with conviction."
  • Roel Beentjes
  • Managing Director

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