Major Energy Distributor and

Provider – Organizational Change

Readiness Assessment and Strategy
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Major Energy Distributor and

Provider – Organizational Change
Readiness Assessment and Strategy
Situation

Our client was a leading provider of electricity, natural gas, and home services across
North America. Over the past several years, the business has been characterized by:
• Rapid growth – organic and through acquisition
• A need to streamline processes and clarify responsibilities

Within this context, the company had undertaken a major transformation initiative to
address operational improvement requirements. The company’s eventual implementation
of transformation initiative recommendations were projected to result in:
• Significant changes in processes
• Potential standardization of processes across the company – to reduce complexity and
maximize operational efficiencies.

• Potential centralization of some processes across the company – to obtain economies of

scale
• Potential organizational changes resulting from changed processes or centralization

As such the eventual implementation of recommendations needed to anticipate and

manage any reactions to change by any groups or individuals. Thus, there were a number
of Change Management needs that required planning for.

Requirement

Schroeder & Schroeder was commissioned to provide change management and change
capacity planning activities, focusing on the following in connection with the business
optimization effort being carried out:
• A detailed Stakeholder Analysis that would identify individuals, groups and
departments, and would analyze the impact of the transformation initiative on these
stakeholders
• Development of a Change Management Strategy that would include recommendations
for tactics that could be potentially integrated with those already in progress
• Recommendations for a project governance structure that may include elements such as
a Working Committee and Change Network
• Development of an implementation plan for any additional change management tactics
that are recommended and accepted

Challenges

The main challenges we faced on this project included:

• A large complex project with many stakeholders
• Uncertainty around which elements of the transformation needed to take priority
• Uncertainty around who had what authorities for the Change Management aspects
within the transformation initiative

Actions

After analyzing the project requirements, our consultants performed the following
actions:
1. Collected input on the transformation initiative requirements – conducted surveys and
interviews with transformation initiative project leads and selected company
management.
2. Transformation Project Inventory – developed a complete inventory of all planned or
potentially foreseen transformation projects that may have an impact on the company.
Project interdependency scans and tools were used to identify and monitor potential
impacts on the company’s stakeholders involved in the transformation initiative
activities.
3. Conducted a Readiness Assessment – grouped the change readiness of the company
into 4 categories: stakeholder analysis, stakeholder readiness assessment, shared service
model change readiness, and organizational context change readiness in order to fully
understand the business impact of the change initiative.
4. Conducted a Stakeholder Capacity Assessment – performed stakeholder capacity
assessment and used monitoring tools to assist in determining the optimal timing of
implementing the transformation initiative change among specific stakeholder groups.
5. Performed Stakeholder Analysis and Business Optimization Impacts – provided a
detailed Stakeholder Analysis that identified individuals, groups and departments, and
analyzed the impact of the transformation initiative on these stakeholders.
6. Established Change Management Resources and Governance Structure – developed a
Change Management governance structure that reflected the current Business
Optimization PMO structure, various change management levers and related strategies
and resource pools, and the involvement of change leaders within in the business.
7. Delivered Change Management Recommendations – established a Change
Management Strategy that included recommendations for tactics that could be potentially
integrated with those already in progress and a high level implementation plan.

Results

At the end of the project, a comprehensive Change Management strategy and

implementation plan, that specified the context for change and involved all key resources
and stakeholders, was established. The Change Management Strategy included the
following elements:
• A leadership strategy that supported Executives and Managers as change leaders by
developing appropriate change leadership skills and mechanisms designed to ensure that
critical change risks were effectively managed.
• A competency development strategy that helped employees acquire the necessary
competencies to execute the business strategy and ensure that training of impacted
company staff was effectively managed.
• An organizational design and structure strategy that maximized operational efficiencies
and outcomes and provided a basis for appropriate placement and training of staff in new
evolving roles and structures.
• A high level communications strategy that ensured that the company would send the
right messages at the right time and that communication activities were appropriately
managed.
• A compensation, benefits and rewards strategy that appropriately linked rewards to the
company’s key success factors/business results, controlled fixed compensation costs and
attracted highly qualified applicants.
• A performance management strategy that ensured expectations between all parties were
clear and shared, that performance objectives were achieved, and that client problems,
needs, and implications were clearly understood.
• A staffing and deployment strategy that provided a basis for fairly and efficiently
placing people where they would be the most effective, provided a basis for appropriately
training new staff in evolving roles, and highlighted potential staffing issues that could be
further managed and resolved.

At the conclusion of the project all the key success factors had been achieved, and the
client was highly satisfied with the project deliverables and the value added by Schroeder
& Schroeder Inc.

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Custom Kitchen Manufacturing

Company – Lean / Operations
Optimization
Situation
Our client was a small family owned custom kitchen manufacturing company.  The
company is a 100% Canadian owned and operated company with over 20 years of
success serving the retail and wholesale kitchen markets.

Requirements

Schroeder & Schroeder was commissioned to determine the operations optimization

potential by:

 Pinpointing opportunities for profitability improvement

 Offering an external opinion on the organization’s efficiency and agility
 Training entrepreneurs (i.e., owner and management team) on the Value Creation Index (VCI)
and on the Lean process improvement concept of “value”
 Creating awareness of the importance of continuous improvement

Challenges

The main challenges faced on this project included:

 A rapidly growing business, with 30 employees plus subcontracted installation teams

 A staff with high skill levels in their niche areas but limited or no cross training
 Manual business process execution across the entire company
 Poor communications between “siloed” employees

Actions

After analyzing the project requirements our consultants addressed the challenges
presented and performed the following actions to deliver results to the client:

1. Conducted a Business Practice Analysis – used Lean methods including Value Stream Mapping,
Ishikawa Diagramming, and 5S Analysis, to identify challenges. A key performance factor audit
and waste analysis was conducted to identify opportunities for improvement. Observations were
also made during facility visits and connected to Value Creation variables (sales, raw materials
and labour).
2. Identified Challenges and Priorities – identified key issues related costs, delay, and quality.
Translated key issues into two fundamental priorities: essential optimization projects and custom
optimization projects.
3. Identified Potential Gains – conducted a sensitivity analysis to identify potential gains with, and
without, growth
4. Established a Comprehensive Action Plan – defined a project management approach and
created multiple project plans with individual activities and duties, timelines and impacts.

Results

Through this approach, Schroeder & Schroeder developed a comprehensive operations

optimization plan with multiple projects and goals for the company, including:

 Standardization of operations and methods.

 IT development to support current and growth environments.
 Guidance for supervisors on how to empower their workforce toward operational excellence.
 Workplace organization (5S methodology) recommendations to improve daily organization.
 Performance dashboards, including select performance indicators and objectives, and the
introduction of routine quality and performance meetings.
 Definition of custom optimization projects such as an inventory management system, and layout
optimization, designed to improve customer satisfaction, profitability, and operational agility.
 Continuous improvement investment recommendation required in order for the organization to
improve competitiveness.
Upon conclusion of the project, all key success factors had been achieved, and the client
was highly satisfied with both the project deliverables and the value added by Schroeder
& Schroeder Inc.

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Case Studies
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Strategic Sustainability and Management of the

Supply Chain: The Art and Science
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Register here for unlimited access to resources such as white papers, articles, and
presentations.

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Contact Us
If you are undertaking a critical transformation initiative we want to work with you.
Please let us know how we can help. We are ready to listen to your needs and develop a
solution designed for your success.
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