validus management consultancy UK

Utilities Case Study

Major UK transmission business

Business process re-engineering process underway for refurb and capital programme
New operating model developed and implemented in conjunction with overall TBPR exercise


Major Transmission Business Process Re-engineering exercise underway within the UK based Electricity Transmission and Gas Distribution business, in preparation for a major refurbishment and capital programme.


  • Need to review the Land & Development Group's (L&DG) operating model to ensure coherence with the overall TBPR exercise
  • L&DG had inherited two different 'cultures' for Electricity and Gas
  • Organization structure, resources and locations out of balance with current workloads
  • No visibility of or structured planning for future workloads
  • Different processes and working practices operating at different locations
  • Poor management information and reporting
  • L&DG seen as important but too 'self-contained' within the business


  • Established internal change management team
  • One-to-one interviews with key Directors and Operating Managers within L&DG and with interfacing functions
  • Mapped and reviewed existing business processes at identify current weaknesses, differing working practices and opportunities for efficiency improvement
  • Identified key areas of operational risk, both internal and external
  • Critically examined performance data to evaluate the impact of existing processes weaknesses on current performance
  • Constructed a workload evaluation model - evaluated the current workloads within the department, assessed how / where time / effort / resources were being consumed and the resultant performance outputs
  • Examined in-house vs. outsourced options for key activities
  • Used the information generated to carry out a comprehensive Strengths, Weaknesses, Opportunities and Threats workshop with key L&DG staff plus interface representatives
  • Carried out a series of re-engineering workshops involving key staff to develop an improved 'To-Be' operating model including:
    • Simplified and consistent processing at all locations
    • Improved organization structure and distribution of resources
    • Improved internal interfaces and communications
  • Quantified the efficiency improvements and associated financial benefits
  • Defined the detailed implementation plan for delivery of the 'To-Be' model
  • Provided one-to-one coaching to key L&DG managers throughout the duration of the programme


  • 'To-be' operating model fully defined – high degree of internal ownership
  • Improved confidence and morale amongst managers and staff
  • Greater degree of integration between L&DG and interfacing business units
  • Significant financial benefits identified from:
    • Increased L&DG staff productivity
    • Improved governance and control over easement negotiations and damages claims
  • New operating model now being implemented in conjunction with overall TBPR exercise