Initial Situation
With the goal of systematic customer centricity and digitization, an energy provider had fundamentally renewed its Sales-IT:
- Customer interactions could now be designed in an integrated way across channel changes
- Customer knowledge was collected across all customer interactions and was available for campaigns along the customer journey
- Offers could be combined more quickly and displayed individually
This resulted in the need to
- Quickly acquire new knowledge to the necessary extent
- Redefine roles and decision-making scope
- Reorganize the collaboration model
- To develop new ways of working and to gain a broad commitment within the teams
GP+S Services
- Developing a common vision and level of ambition for transformation
- Creation of a professional “home” for all change topics in a central team as a bridging function
- Self-assessment of the status quo in the transformation topics by the operational teams
- Development of a transformation roadmap with goals and milestones in
- Transparency/communication
- Enablement/training
- Scaling, starting from an MVP approach in organizational and collaboration formats
- Community building for networking and anchoring
- Implementation of operational measures on the ground, with executives and operational teams
Results
- Tested new ways of working and organizational structures in an MVP approach, scheduled implementation of the new matrix organization with reimagined leadership roles and agile teams
- Broad commitment of employees to the changes
- Anchored knowledge of goals, measures, and learnings from change
- Creation of transparency on future skill needs for optimal set-up of cross-functional teams
