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The starting point for organizational development projects often arises from a desire to reduce costs or enhance efficiency by improving the company's structure and/or operations. The need for organizational development can also stem from a desire to build a common culture and clarify roles and responsibilities. THEMA has extensive experience in organizational development for stakeholders in the energy sector.
We assist clients with strategy implementation, corporate governance, and process improvement
Our projects often stem from industry expertise in areas such as power grids, hydropower, and district heating. Our role in projects typically involves facilitating the implementation of the strategic vision and associated action plans. We assist in preparing, leading, and summarizing work sessions with the client. Our industry insights and expertise in organizational development and operational issues make us a relevant and challenging partner in executing change projects.
Typical deliverables include process improvement and facilitation of change processes (such as reorganization, cultural change, and realizing benefits from digitization or mergers).
We also conduct annual benchmark analyses comparing organizational structures, operating models, workflows, staffing, and resource allocation across companies engaged in hydropower and grid operations.
Our methods are well-established, and we have extensive industry experience
Our team has a strong combination of expertise in the energy sector and consulting experience. Our services are grounded in proven methodologies but tailored to each client’s needs. We offer customized tools based on best practices in grid operations, power production, district heating, and more.
We emphasize close collaboration with our clients to maintain a thorough understanding of their unique starting point, context, and ongoing needs throughout the process. By engaging in continuous dialogue, we ensure that our deliveries align with the client’s development and changes.
Examples of client deliveries
New organization and operational model for hydropower:
A major hydropower producer sought a new operational model to develop a smarter and more efficient way of working. The project established proposals for a new operational model for hydropower, including:
- Workflow for power production
- Organization with roles and responsibilities, staffing, and interfaces, including staffing needs at various stations
- Requirements for ICT systems and tools, including system ownership, data quality requirements, and compliance procedures
- Management model for hydropower, including goals, KPIs, and reporting responsibilities
- The operational model was developed based on a review of the client’s current practices and industry best practices. The work involved visits to all client locations and in-depth interviews with the management team, station managers, and maintenance managers.
Additionally, the client participated in our organizational benchmarking, allowing them to compare their staffing, resource utilization, and work practices with other hydropower companies.
New common work processes and operational model for a grid company:
Two grid companies with different cultures and organizations needed to be integrated. The project described common workflows following best practices in the core tasks of grid companies. The project was organized with a core team comprising resources from the company and consultants from THEMA.
We ensured broad involvement of the organizations by having key personnel closely associated with each core process provide input to the work throughout the process. We conducted three to five work sessions per core process, where we mapped:
- Subprocesses and subactivities
- Inputs and outputs for each subprocess
- Stakeholders and their involvement
- Key areas for improvement
- Tools and governing documents available
- Interfaces with other processes
Through broad involvement, collaboration, and dialogue, the project contributed to building a common culture. Involvement of key personnel familiar with the organization and with experience and expertise in various areas was crucial for the direction and outcome of the project.
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