validus management consultancy UK

Utilities Case Study

Electricity Distribution Network Operator

Developing a customer centric strategy...
Transformed the end-to-end service


The Connections business within a major electricity Distribution Network Operator (DNO) covering enquiry management, design, quotation and delivery functions.


  • The business was geographically dispersed with 30 discreet teams operating out of 7 separate locations.
  • All customers were treated in the same way, from small domestic upgrades to multi-million £ industrial and commercial development projects.
  • Business processes were complex, non-standard and time consuming, with poor visibility and management of workloads and resources. Communication throughout the major functions was poor and there had recently been a major failure against regulatory service standards.


  • A series of one-to-one interviews with senior managers, including the CEO, to develop alignment of vision, thinking and purpose.
  • A rapid analysis of customers was undertaken to establish volumes and values of business, services requested and conversion ratios.
  • Rapid process mapping was undertaken covering all locations and a highly complex set of 'service' offerings.
  • A 'stand-alone' performance management data-base was interrogated to uncover existing location, team and individual performance. This formed the basis of strengthened expectation setting and performance management based on 'best-of-best' achievements.
  • Business processes were re-engineered to include: specific relationship management processes for differing customer segments, re-defined commercial boundaries for quotations; improved 'front-end' filtering to separate speculative enquiries from firm quotations; automated quotations via web-sites; improved information management and communications throughout the entire connections value-chain
  • Re-defined an improved organisation structure


  • Vastly improved relationship management and service across all customer groupings
  • Improved, consistent business processes, together with improved performance management resulted in significant re-allocation of resources to additional work, and an overall net release of 14% of existing capacity
  • All statutory regulator targets were subsequently met.