The CEO and executive leadership team at a US-based utility company were looking to build a three-year strategy and execution plan to support their 10-year double-digit growth target amidst an ever-changing energy landscape. The executive team was relatively new in their roles and in their maturity related to integrative strategic planning and were seeking a partner in the design and facilitation of this work. Through customized support models and a recurring series of virtual and in-person working sessions over the course of 10 months, STRAAD supported 14 business units in designing functional-level strategies and 3-year execution plans.
STRAAD facilitated cross-functional conversations and rolled all outputs up into a consolidated, integrated plan to align all leaders and teams and provide consistent direction. In parallel, STRAAD led the executive leadership team through enterprise-level strategy articulation, core process definition, enterprise capability assessment, shared service relationship navigation, and managing through several organizational and leadership changes. The team rounded out our support with bespoke recommendations on change management, communications, and leadership models to enable strategy execution and foster a culture centred on performance, learning and continuous improvement.
Taking the helm as CEO in the utilities industry amidst an ever-changing energy landscape can be a challenge in itself. Fold in the complexities of a rate-case business and the mandate of achieving the organization’s 10-year double-digit growth targets amplified both the challenge – and the opportunity.
A US-based utility company’s CEO and executive leadership team were looking to build out their three-year strategy, articulate the strategy to the wider business, and develop an execution plan at both the enterprise and functional levels. With several executive leaders in newly appointed roles, deep alignment and understanding of the organization’s strategic goals were imperative to develop and implement supporting functional strategies. Meanwhile, functional leaders were operating in silos, and cross-functional partnership and collaboration had taken a back seat.
STRAAD partnered with the client’s CEO and executive leadership team, and activated our 5D approach. Our engagement began with discovery, where STRAAD facilitated one-on-one interviews with the executive leadership team, hosted a kick-off session, and collected and documented additional insights on the existing strategic and leadership capabilities and overall health of the organization.
Our comprehensive discovery process moved STRAAD to our second D – diagnosis. STRAAD compiled and themed findings from the discovery phase and tested hypotheses against the outputs. Most importantly, STRAAD aligned with the CEO on a diagnosis of which organizational levers would not only help them achieve their near-term desired strategic planning outcomes, but also support successful implementation and execution in the long term.
While the client had articulated the need for strategy development and implementation support, STRAAD’s thorough discovery also unveiled three additional diagnoses within the system:
To ensure executive leaders and the CEO received bespoke support, STRAAD moved into the third D – design. STRAAD designed customized support models and a recurring series of virtual and in-person working sessions over the course of 10 months. This fit-for-purpose design ensured activities were suitable for execution in a hybrid working environment, with thoughtful consideration of which high-priority elements would benefit most from our in-person working opportunities. Ensuring all insights from the discovery and diagnosis were addressed, STRAAD also designed an approach to work with individual VPs to create additional organizational performance solutions in support of their unique functional needs beyond strategy.
STRAAD’s fourth D – delivery – moved the client to execution and implementation. STRAAD supported 14 business units in designing functional-level strategies and 3-year execution plans. To address one of the key presenting problems – siloed operations – STRAAD facilitated cross-functional integration conversations and consolidated all outputs into an integrated plan that aligned all leaders and teams and provided consistent direction.
In parallel, STRAAD led the executive leadership team through enterprise-level strategy articulation, core process definition, enterprise capability assessment, and shared service relationship navigation. The STRAAD team rounded out our support with bespoke recommendations on change management, communications, and leadership models to enable strategy execution and foster a culture centred on performance, learning and continuous improvement.
STRAAD enabled the organization to complete their first-ever integrated strategic planning cycle and set them up for successful implementation and sustainment to achieve the organization’s ambitious growth goals. Several VPs reported continued use of their plans and newly developed strategic capabilities, frameworks, and tools months after the engagement close-out. The executive leadership team prioritized enterprise-level focus areas assigned to owners and set metrics to maintain long-term accountability, and continue to partner and collaborate as a wider leadership team.
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