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A distribution network operator was seeking to improve its asset management capability to improve value for its bill-paying customers. At the same time, it needed to balance the organisational design of its front and back-office workforce to improve productivity and competitiveness.

We reviewed and redesigned the organisation’s operating model and identified a series of changes that needed to be implemented across the business to achieve the desired improvement. We prioritised these and then shaped and planned the transformation programme needed to roll them out.

Following our work, the organisation was left with a redesigned operating model and portfolio of changes that were estimated to deliver:

  • ROI improvement: 4.1 to 4.3% on £3.7bn (over 8 years)
  • Expected workforce productivity saving of up to 30%
  • Rebalanced workforce from 40:60 to 50:50 (front office/direct:back office/indirect)
  • Target shift in competitiveness: 12th to 4th (out of 14)

Gate One has a fantastic ability to integrate with our team as if they are one of us and to push and challenge us for the best possible results. We especially valued how they continuously brought in experience from the broader Gate One organisation, in addition to the team that was delivering.

Director – capital projects

Summary of work

  • Operating model redesign
  • Transformation planning