Client cases
Case stories - Organisation


Improving commercial setup in major UK energy company through best practice change management

The client’s problem

A large company in the UK energy market, while expecting a period of growth and transformation, was determined to improve and align their capabilities across the entire group as part of its long term strategy.

Furthermore the client faced different and competing approaches to change management as well as a significant change management challenge in orchestrating the necessary structural changes and preparing the entire group for the change.

Our approach

Oleto Associates formed an extended working team consisting of both client key stakeholders from across the group and experienced management consultants from Oleto Associates. The project was structured in two separate, yet interdependent work streams with detailed week plans and deliverables. The first track focused on designing the new organisational setup for the first centre of excellence and included activities such as, defining and selecting the preferred organisational scenario and creating the go-live implementation plan. The second track developed a group wide change management toolkit for future change initiatives and included content such as group core beliefs, practical guidelines & principles, templates and examples. Both work streams followed an iterative approach in which alignment with group executive management and other group key stakeholders was ensured throughout the process to achieve buy-in as well as an efficient process.

Value delivered

A well implemented new organisational setup with onboarded employees, a clear and uniform approach to planning and executing future change management initiatives, and an aligned leadership team dedicated to cross functional collaboration.




Design of new organisation structure to both support growth and economies of scale in the energy sector

The client’s problem

A business division of one of the world’s leading utility companies within renewable energy needed to align its organisation to capture the growth potential while capturing economies of skills and scale to lower the cost of production.  



Our approach

Oleto Associates worked directly with the top management team and jointly followed an approach around three key workstreams. One workstream was focused on articulating the financial objectives and implied criteria that the new organisational design had to meet. The second workstream generated a series of scenarios, which the team could evaluate against the key criteria in order to select the most attractive design of the scenario. The third workstream focused on the detailed design and planning of the change management approach for implementing the preferred organisational scenario, including detailed roles & responsibilities.

Value delivered

Enabled growth and cost synergies, and an aligned leadership team mobilised to execute the implementation plan.




Design of new project governance model

The client’s problem

The client was managing a multi-billion portfolio of investment projects, which they were also implementing. As the business grew, however, they were experiencing that it was increasingly difficult to take efficient “go/no go” decisions throughout the project lifecycle, making it a challenge to establish basic portfolio transparency and uncertain as to what to do for each project. The project governance model across the line and project organisation was in essence not clear nor agreed amongst the different stakeholders.

Our approach

Over six months an intensive process was conducted to design the new global project governance model. The first phase established an overview of the different type of projects, and the pros and cons in the current (implicit) governance model. The second phase was aimed at designing the new governance model along four key dimensions: Decision gates, project life cycle, deliverables and organisational responsibilities. During the third phase a detailed implementation plan for the governance model was defined.

Value delivered

A more focused investment portfolio and a decrease in portfolio implementation risk.




Revitalising the innovation capabilities in a design company

The client’s problem

A design company had grown significantly over the last few years and the organisation had consequently been set up for delivering large scale operations. However, some customers felt that the tailored novel design and high responsiveness they received in the past was slowly fading away. The design company therefore wanted to revitalise design innovation in the future to regain its competitive edge.

Our approach

The approach pursued in the problem was the following: First, understanding of the issues, including definition of key objectives and ambition levels, gathering and prioritisation of key issues, documentation of workflows for real client experiences, and estimation of the value at stake. A key insight during this phase was that the client’s problem was only really significant for a particular kind of customer order – this insight then enabled the team to focus their problem solving energy even more. Second, designing the change needed including identification and prioritisation of root causes and barriers to change, and definition of organisational changes, e.g., alternative workflows throughout organisational functions. During this phase it was also evaluated if the step up in design innovation could be handled in the existing organisational structure or a new separate structure was needed for this. Third, the crafting of the implementation plan, including shaping the implementation initiatives, defining the overall business case, and assigning responsible people for execution.

Value delivered

Clear strategy for the retention of 20% of the revenue and more efficient use of the organisation’s time.




Improving concept and product development in R&D in a life science company

The client’s problem

The client’s R&D division was facing a situation with delays and budget overruns for some R&D projects, and needed an improvement plan for addressing the root causes. The client asked Oleto Associate to help diagnosing the current situation in R&D and develop a solution plan for solving the key challenges. 


Our approach

Oleto Associates was requested to deliver a root cause diagnosis and solution plan within a very short project period. The first phase of the project focused on diagnosing the current situation within three overall themes, i.e., project governance and management, project handover and working processes, and key competencies. The root cause diagnosis showed that the client was in a situation with unclear organisational direction, imbalances between the line- and project model leading to suboptimal resource allocations, lack of right project management and working process skills resulting in unclear project hand overs, insufficient testing methods, and frequent underestimations of ramp-up costs. In the second phase root causes were prioritised based on impact, and proposals for addressing each root cause were developed, i.e., conceptual solution design, including assessment of benefits and costs. Finally, an overall solution plan was delivered to the client. 

Value delivered

Rapid delivery of a diagnosis of the current situation for concept and product development in R&D leading to a solution plan for addressing root causes.


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