Technology Value & Performance
Work & Workforce Transformation
Case study · Energy & Resources
Gas distribution network: A modernisation case the board would back – and a team to run it
Client
A UK gas distribution network serving 5.9m customers
Challenge
A regulator mandate to cut cost, and no defensible investment case for 5 core operational processes
Services
Technology Value & Performance
Work & Workforce Transformation
Timeline
16 weeks · 8-person blended team
5
operational processes with board-approved cases for change
16 wks
from first session to board decision
1
permanent Change Hub, run by the client’s own people
The situation
The regulator wanted costs down. The board wanted to invest in incident, emergency, repair, connections and replacement – but nobody could show which changes would pay, or in what order. Previous attempts had produced slideware, not a decision.
What we did together
We ran executive alignment sessions, built a current-state financial picture across P&L, regulatory finance and overheads, then used design-thinking sprints with operational leaders to co-create future-state operating models for each process. Alongside, we stood up a permanent transformation office – the Change Hub – and coached Lean portfolio management so the team could run it without us.
“One of the most engaging pieces of consulting I have ever experienced.”
Andrew, Information & Transformation Director
Future-state operating model sprint, week 9.
What’s different now
Per-process cases for change, an overarching investment case and a benefits realisation plan went to the executive and board. The reusable financial models now sit with the client’s business architecture team. The Change Hub was built explicitly to reduce dependence on external consultants – including us.
