An international energy & utilities company with close to 30,000 employees was struggling with key business issues including remediating customer-service challenges systemically, identifying expense reduction opportunities, and developing a stronger customer foundation to support US growth.
Our team introduced an organization design and change initiative that led the project and organization through three key phases of the initiative including:
Phase 1 – Creating a case for change, conducting a gap analysis to include interviews with key stakeholders, a customer operating model review, and best practices research on customer service; and high level design that focused on customer functions and organization design options.
Phase 2 – Detailed design that included a current state review of the customer management process, as well as the identification of improvement opportunities.
Phase 3 – Implementation that included deployment activities by the new customer organization, the change management team, and the human resources department.
Managed the organizational redesign of the company’s customer organization to drive customer satisfaction improvements, better position the company for future growth, and reduce operating expenses for a target savings of $4 – 7 million; supported the initiative through multiple work streams through all its phases resulting in a restructuring of 3,000 employees over a 10 month timeframe.
Follow up work include designing, developing, and delivering a global organization design & change professional development program for the company’s management and professional staff.