Introduction:
In a highly competitive market, large state-owned utilities face unique challenges and opportunities. One such organisation successfully implemented a portfolio and program management approach, which led to impressive results, including revenue growth, network capability enhancement, and industry-leading customer satisfaction. This blog post will explore the challenges, outcomes, and benefits of this transformation, highlighting the importance of adaptability and hands-on leadership in driving success.
Challenge 1: Prioritising projects for strategic growth
The utility needed an efficient and effective method to prioritise projects based on strategic fit, risk, financial impact, and budget, ensuring optimal resource allocation and alignment with business objectives.
Outcome: Embracing a portfolio management approach.
By adopting a portfolio management approach, the organisation could prioritise projects and make informed decisions, leading to a significant increase in revenue and EBIT.
Benefit: Enhanced decision-making and resource allocation
This approach enabled the utility to allocate resources efficiently, ensuring projects with the highest potential for success were prioritised and aligned with the overall business strategy.
Challenge 2: Driving change through hands-on program management
The utility faced the challenge of delivering a wide range of projects, requiring strong leadership and direction to ensure successful outcomes and adherence to customer requirements and budgets.
Outcome: Implementing a hands-on program management approach
The program management approach involved daily stand-ups for nearly eight months, demonstrating the necessity for program and portfolio managers to roll up their sleeves and actively engage in project delivery.
Benefit: Effective change management and increased human capital
This hands-on approach led to the successful implementation of a substantial change program, resulting in a significant increase in human capital and a more agile, adaptable organisation.
Challenge 3: Delivering business transformation through technology and innovation
The utility required a more centralised and efficient approach to service management, involving the migration of disparate on-premises systems and tools to a cloud-based platform.
Outcome: Adopting innovative technology solutions
The organisation migrated its systems to the Azure platform and engineered an end-to-end workflow on the Salesforce platform, enabling centralised service management, contract management, and real-time decision-making.
Benefit: Streamlined processes and improved customer engagement
These technological innovations led to more efficient processes, better customer engagement, and enhanced decision-making capabilities.
Challenge 4: Upgrading network architecture to support growth
The utility needed to enhance its network capability to meet increasing customer demands and support the growth of its retail and commercial services.
Outcome: Implementing network architecture upgrades
The organisation executed several network architecture upgrades, including migrating carrier services to a new platform, upgrading internet routers, and constructing new fibre optic cable connections.
Benefit: Enhanced network capability and expanded market reach
These improvements significantly enhanced the utility’s network capability and enabled the offering of retail and commercial services to all NBN connected sites, driving growth and expanding its market reach.
Challenge 5: Fostering a high-performance culture
To achieve high standards of performance across all metrics, the utility needed to invest in its people, providing leadership, coaching, and performance reviews.
Outcome: Developing and mentoring team members
The organisation focused on developing its team members, creating a culture of continuous improvement and high performance.
Benefit: Improved employee performance and engagement
This investment in people led to higher levels of employee performance and engagement, ultimately contributing to the overall success of the business transformation.
Conclusion: The implementation of a portfolio and program management approach in a large state-owned utility’s telecommunications business facilitated strategic growth, business transformation, and industry-leading customer satisfaction. By embracing hybrid waterfall and agile methodologies, investing in people and resources, and taking a hands-on approach to leadership, the organisation adapted to changing market conditions and achieved significant success in a competitive environment.
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