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Location:
UK & Ireland
Sector:
Energy & Utilities
Scottish & Southern Energy (SSE) Generation set itself a series of Transformation objectives with the aim of ensuring the organisation is adaptable, sustainable and fit for the future – no matter what the external or internal business challenges. To achieve this the business needed to fully understand its current operating model strengths and weaknesses, establish a future vision and identify improvement projects to achieve that vision.
AMCL was selected, based on its experience, accelerator tools and the capability of its people, to collaboratively develop a holistic transformational change programme with SSE Generation. Central to this programme was the collaborative development and implementation of:
The extensive business engagement to establish the ‘as-is’ and ‘to-be’ operating models for the organisation spanned 4 Directorates, 13 generation sites and 3 shared services. To ensure the best value to the business of this engagement it was essential that the necessary tools were available to extract and record the required information in a structured way. The use of AMCL’s Asset Management Excellence (AMEM) and Asset Intensive Business Architecture (AIBA) models was absolutely central to the programme, providing a framework for 50 full days of structured workshops, with 300 staff across 16 areas of the business, allowing the findings to be logged in a consistent and concise way.
Whilst the AMEM provides a good practice global model for Asset Management capability assessment, the AIBA enables the review and development of management systems that embed Asset Management principles. It provides both an enterprise-level target operating model and a detailed set of business capabilities which, uniquely, are integrated to drive good practice.
On the subject of AMCL’s work with SSE, Oliver Abell, Programme Manager for Business Transformation, stated:
“Framing discussions around a full, good practice, business model such as the AIBA enabled SSE staff to understand where they fitted into the business and why problems occurred at key interfaces, providing a common language through which different teams could find shared solutions to problems. For those with a more tactical focus, taking a step back and viewing their activities through the wider focus of the AIBA ‘lens’ immediately highlighted potential efficiency improvements, that had previously remained hidden. “We’ve actually uncovered a few things that we can take forward as a site straight away” Overlaying the various systems being used onto the AIBA model, also gave a surprising insight into the number and range of IT solutions being used to support the core business systems, visually presenting some very obvious areas for rationalisation and integration, to both save money and drive business improvement. More recently, SSE has extended the collaboration with AMCL to use the AIBA to facilitate the integration of two sizeable teams, similar in terms of discipline, but distinct in terms of technology focus. Mapping the skills, systems and processes utilised by each team onto the business capabilities and integrations within the AIBA, not only brought a shared understanding of their combined capability, but also became a platform for discussions with key “customers” on the level, type and scope of services provided. In short, we were able to articulate what we do, how we do it, and how interfaces with other parts of the business will be managed in a way that was not possible before.”
"The AIBA has allowed us to understand how our business works and identify improvements; in the future it should provide a stable and accessible operating model through which staff will interact with one another."
