• From vision to a coherent, capability-driven organizational design
• Clearly defined capabilities with a targeted development plan to realize the vision
• First visible steps in increasing agility
• Strengthening governance, ownership, and collaboration through an integrated governance structure
• A solid foundation for implementation and embedding in ways of working, processes and steering
To effectively respond to developments such as increasing flexibility and changing regulations, the Stedin department responsible for market facilitation aimed to improve its agility. This previously led to the development of a 2029 vision and a redesigned department structure focused on capabilities and collaboration. The case on this vision trajectory can be found here: https://beenmc.com/nl/regional-grid-operator-improved-positioning-agility/.
Following the creation of this shared vision and story, the focus shifted to its actual realization and the implementation of the new organizational structure. In this phase, the emphasis was not only on the what, but primarily on the how: further detailing and developing the department’s capabilities, strengthening governance and ownership, and taking the first targeted steps to increase agility.
Capability design and development
The department’s capabilities are essential to realize the vision. In workshops with employees, these capabilities were elaborated on and documented across multiple dimensions: processes, competencies, systems, and collaboration.
Next, the current maturity level of the capabilities was assessed, and together the key development priorities were identified. Based on this, a concrete development plan was created, enabling the department to actively work on capability development. These capability workshops also served as a way to actively involve employees in the department’s design and the required changes, thereby increasing support and engagement.
Increasing agility
Enhancing agility is a key component of the department’s vision. To make this theme tangible, measurable, and to open up conversation, a scan was conducted among employees and managers. This baseline measurement provided insight into the department’s current level of agility.
The results were then interpreted and translated into the department’s context through interactive workshops with employees from different teams. This not only created a shared understanding of what agility means for the department, but also highlighted areas for improvement.
In addition, concrete improvement points were identified and translated into actions, focusing on areas such as prioritization, proactivity, and collaboration. These actions, together with capability development initiatives, were incorporated into the team plans of the various teams, outlining their contribution to the vision.
“The support from Been was absolutely excellent. This is mainly reflected in the collaboration. Been guided us in a natural, human manner and delivered the right results through a practical approach.”
Sabine Dujardin Papo, Director Markt
Strengthening governance and collaboration
Realizing the vision requires effective governance of the department. Roles, responsibilities, and ownership within the leadership team were clarified and formalized, including through a clear RASCI structure. This created a foundation for a culture in which people take responsibility and can hold each other accountable.
In addition, management-level and departmental KPIs were reassessed to ensure relevant and accurate steering information. This sharpened structure resulted in a coherent set of governance forums that effectively support the realization of the vision, performance management, and improved collaboration.
Alongside establishing an effective governance structure, attention was also given to culture within the leadership team, both at an individual and group level, with a focus on leadership and collaboration.
By continuously working together on both the content and the underlying narrative throughout the trajectory, not only has a solid foundation for implementation been established, but the department has also developed a clear and consistent narrative to effectively communicate the vision internally and externally. This enables the department to strengthen its positioning.
“By creating clear insight into capabilities and agility, improving governance and taking the first development steps within new teams, we bring the vision closer to reality."
Schiphol Infrastructure | Strengthening steering on maintenance and replacement
How we work together with Schiphol Infrastructure on greater coherence, insight and more explicit choices in the maintenance and replacement portfolio.
