creating a focused strategy map and KPIs to take a water company into AMP7 with confidence
the challenge
Our water client asked us to help them improve performance in wastewater production in the context of tough new regulatory targets coupled with a large reduction in income. The Wastewater Leadership Team (WWLT) were struggling to identify critical issues amongst the volume of data being created and reported. They asked us to help them cut through the noise to review their strategic plan in a way that would identify critical issues where they could have the most impact.
the results
The WWLT now have a clear strategy map, scorecards and KPIs rooted in their business reality and agreed priorities. We have built a strategic story which has rallied the troops to the challenge ahead as they progress into the execution phase
The work formed a backdrop for rigorous leadership debate as a group and we worked to unite them around the key issues and scope solutions in order to meet customer, regulatory and financial targets.
how we got there
We worked alongside the client’s Wastewater Leadership Team (WWLT) in four key stages:
1. We helped them to truly understand the current environment both within the business and the ecosystem they were operating within, and how this would change in the new AMP. We cut through the mounds of data to drill down into the key challenges facing wastewater production performance and the WWLT.
2. We undertook a detailed customer-back assessment of the needs of the full range of customers and stakeholders. How would meeting these needs impact the financial position of the Wastewater business within the current model?
3. We identified the business processes across the whole delivery structure that were simply not up to scratch to meet these needs and the challenging targets of the new AMP. We defined capability gaps within people, processes and systems that would prevent our client from achieving their goals.
4. On the back of this analysis, we developed KPIs that were fully aligned to addressing these customer needs and capability gaps as well as making sure there would be ongoing visibility of progress towards these goals.
This work was a mix of leadership team development and analytical assessment of the available data and the portfolio of initiatives. This combination helped us create a breakthrough in clarity and alignment.
The process was challenging at times. We were coordinating busy executives, asking them not only for their time but also to face sometimes uncomfortable truths. But with perseverance, a flexible approach, and a strong story to tell about the benefits in the long term we were able to engage the team in the process.
Once everyone was on the same page, we were able to map projects and initiatives against the new strategic framework to identify what projects needed to be re-aligned, developed or stopped to drive performance over the next five years and meet AMP7 targets. Rather than a day a month reviewing metric after metric, the team can now see clearly what matters and how they’re performing in those areas.
