Our client, an international energy company with $4B in annual revenue, seeks to become a leading provider of energy transportation and utility infrastructure management services in their regions of operation. In order to achieve this goal they will pursue growth, acquisition and investment strategies.
Furthermore, in pursuing these strategies our client must also act in a socially and environmentally responsible manner. There is a high priority assigned to addressing the foreseeable loss in human capital and skills gap and they will be challenged to develop internal capabilities to a level of maturity that will enable the successful execution of such a transformational agenda. Analysing skills, methods and tools this assessment provides the basis for a capability development strategy.
The Approach
Our Connected Business Assessment is used as a support tool during executive level planning and is a review of current workforce effectiveness and efficiency; it focuses on how workers are able to communicate, innovate and integrate their efforts while making sure that these collaborative efforts are in alignment with organisational objectives and future strategic focus.
This process was completed through collaboration with senior- and executive-level participants from all areas of the client's business. The “Connected Worker”, for which this assessment focused, reviews five capability sets that contribute to worker productivity; communication, knowledge management, collaboration, innovation and employee engagement.
There are three stages to the assessment:
- Determine the future state capabilities required by business strategy,
- Determine the current state of maturity of the organisation,
- Prepare a plan to achieve the future state capabilities within the context of the “Connected Business”.
Findings
The ability to mobilise a workforce is a key ingredient for organisational transformation. Participants indicated that in order to transform into a leading energy business, a more agile workforce is necessary. Our results supported this sentiment.
Our report recommended investement into the development of three organisational capability themes:
- Leveraging Knowledge and Expertise.
- Workgroup Collaboration.
- Work Pattern Innovation and Transformation.
A number of strategic initiatives, designed to help enhance these organisational capabilities and achieve strategic goals were recommended, including:
- Establishing collaboration patterns & practices.
- Defining workgroup-level knowledge management.
- Consolidating and rationalising information sources.
- Introducing an innovation advocacy program.
