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Setting up leaders for transformation success
We worked with a standalone energy company which, having been setup by a private company, became majority owned by the UK government while looking for private investment. The construction of two nuclear reactors, which will last for 60 years, will have the capacity to power around 7 million homes.
The company had been established as a business unit of a global energy company before becoming standalone, with a majority holding owned by UK Government. The company needed to quickly establish its vision, strategic aims and internal operations to appeal to private investors.
The challenge
Transition to a standalone consumer and investor funded company required a significant step change in how leaders and employees across the organisation operate day to day. Experienced corporate leaders identified that transformation would be needed to establish a new operating model, embed an independent culture and motivate employees around a strategy.
Expert partnership
Transition to a standalone consumer and investor funded company required a significant step change in how leaders and employees across the organisation operate day to day. Experienced corporate leaders identified that transformation would be needed to establish a new operating model, embed an independent culture and motivate employees around a strategy.
To drive this change, we worked with Executives and their direct reports to upskill them on change leadership capability and establish a transformation portfolio.
Experience of senior leaders in driving change
Complexity of stakeholder landscape, internally and with government departments, regulators and incoming investors
Level of senior leadership alignment on vision and strategy
Key considerations
Marlowe
in action
Planning sprints
Through workshops and a planning sprint we helped the team understand the scope and impact of the change, and the skills needed to deliver it.
A revised corporate strategy
Our consultants worked with the Board and Executive to develop a new vision, mission and strategic aims which aligned to the construction plans and were cascaded through the organisation’s objectives.
Corporate readiness
With a need for financial investment in the construction Marlowe drove the business change and communication activity to ensure the business was ready to meet potential investors’ and regulators’ requirements.
Key highlights
Reduced risk
Enhanced engagement
Investment opportunities realised
Impact
Best transformation principles
The UK government stakeholders were assured that the approach to change followed best practices.
Adoption and embedding
A shift of focus onto embedding process and understanding the real impact of the change and what it means for employees, stakeholders and investors meant improved readiness and increased adoption.
Upskilling
Leaders of the transformation developed new skills in leading change, engaging stakeholders and managing a transformation portfolio.
Where next?
Working with you: find out more about our approach
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