Assignment
Wey has been tasked with bringing the strategic resource management department of Alliander and the Qirion organization closer together within the high-voltage division, and better defining the plans and challenges within the domain, with a sharp focus on the contracting side of the business. Working from a Product Owner’s role and perspective, businesses needed to be (further) aligned.
Approach
In close contact with the various parties and departments within the widely stretched and growing Alliander organization, plans were brought to the table, and strategies aligned, starting by bringing the key players to the table. Our WeY consultant invested for a longer period of time in developing good and efficient working relations with all peers, whilst documenting the steps of all planning and alignment processes along the way. Key in this process was respecting the bound and set ways of working, the developments that were ongoing, and the technical developments that were renewing the playfield on an almost daily basis. Whilst the political and economic pressure increased due to the energy transition, a calm and clear strategy was formed, aiming for merging Alliander’s business and Qirion’s into 1 core team of key players, enabling synchronization, control and the ability to overview, look forward, and become forecasting on the deployment and necessity of constructor-capacity in this high-tensed business market.
Results
Bringing all key stakeholders to the table, describing roles and responsibilities was done, in group-settings. This enabled the definition of clear deliverables for the program(s) run, whilst having a clear view on what to be expected (from one another). Management approval and governance for the new set-up and re-defined structural way of working was validated, and the teams got starting working in this new set up, resulting in:
- Alignment of goals and plans of 3 parties, Alliander, Qirion and TenneT, for 0-10 years ahead in the high-voltage area of building substations to increase net capacity
- New organizational and meeting structure, enabling improved supplier performance management.
- Early-on warning of capacity issues (internal and external) and being able to source constructor-capacity months ahead and in advance.
- Draft-up of a flowchart and roadmap for the internal organization, enhancing a route for all procurement related questions and potential tenders, fully aligned with the Alliander Procurement Methodic and in synchronization with local and nationwide procurement law.
