Primeast

Client

A Major Utility Company

Project

Managing Change

Business, Background & Objectives

In 2008, e-on approached Primeast to help prepare the managers in its metering business for significant changes that needed to be managed in the coming two or three years. The business had already undergone significant change stemming originally from the opening of the UK utility marketplace and the plethora of mergers and acquisitions that followed.

They knew that there were more challenges to come, not least of which was the SMART metering programme. In a nutshell, SMART is about the installation and operation of intelligent meters which allow remote metering, disconnection and more flexible tariff arrangements. It had been talked about in the metering industry since before privatisation in the 1990s but the implications for changes to the significant metering asset base and the associated communications technologies have tended to stall the process. This changed recently when the government, through the industry regulators, announced that SMART should be rolled out during a ten-year period commencing 2010. The implications of SMART for metering and associated businesses are significant. Effectively there becomes a declining need for manual meter-reading over the ten-year period and a growing need for more technical skills associated with installation, operation and communications technology. There are also significant commercial challenges and opportunities.

In Detail

The managers of all metering businesses knew about these factors and e-on determined that it was essential for their managers to view change as an opportunity and to feel equipped to deal with it positively. We worked with about thirty managers associated in and around the e-on metering business. Using a combination of workshops, coaching and action learning we helped them with a mind-shift about taking control.

Simon Voyse is head of metering service delivery, responsible for nationwide meter fitting and operation through direct and contract labour. In January 2010 we reviewed the benefits of the work we did with e-on in 2008. He was delighted. He confirmed that he and his managers now viewed change in a different, more positive way. Previously, change had been something to fear whereas now it represented opportunity. Managers felt involved in change whereas previously change had been something that was “done to them”. For Simon the key benefit is in the change of culture. Managers now ask “How can I be involved?” There is a feeling of optimism.

The Result

These benefits are significant, especially taking account of the recession that hit the UK later toward the end of 2008 and set the tone for business into 2009. Life at e-on, as elsewhere, has been tough but managers have been equipped to deal with it. Simon and Primeast’s deputy chairman, Clive Wilson both drove through snow to review the e-on project and Simon confirmed that the bad weather was also impacting metering operations, reliant heavily on road transport for field work. Despite all this he was buoyant about the future. He was delighted about the attitude of his managers, despite ice, snow and recession. With a general election in the coming year, he knows there will be more change impacting on the SMART roll-out but he’s ready. He’s even planning the next steps for work with his managers which will be about helping them recognise and play to their strengths. Naturally we hope to continue to share the journey with him and the e-on team.