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Client: E.ON SE
Sector: Energy & Utilities
Client Challenge: E.ON SE wanted to transform itself into a more digital organisation and needed to strengthen associated structures and governance
Solution: Working with Capgemini, E.ON SE set up a digital transformation office (DTO) to operationalise and govern digitalisation activities across the organisation based upon four key pillars: programme management, portfolio, rollout, and change management
As a global energy supplier active in 12 countries, E.ON provides solutions fit to modern expectations while making sure that every action maintains a clear focus on its customers, whether they are individuals, families, large or small businesses, or even entire towns and cities. E.ON has operated as a leader in the transition to a sustainable, clean energy system as well as the use of digital technology within the utilities industry. These ambitions have been underpinned by a multi-year digital transformation programme aimed at improving the experience for both employees and customers.
Beginning in 2016, E.ON shifted its focus and made digital technology a priority for the future. Digital value pools were quantified, and initiatives identified, prioritised, and integrated into a transformation programme. A new department was formed to be headed by the newly created role of a Chief Digital Officer. However, digital transformation is split into two dimensions: the WHAT, which technologies to deploy, and the HOW, which covers the actual process of change. While E.ON had achieved clarity on the technological priorities, it had yet to fully wrestle with the exact nature of how it would realise its plans for a digital future. To this end, based on a longstanding and successful relationship, the organisation selected Capgemini as its partner for the set up and development of a digital transformation office (DTO).
E.ON asked Capgemini to help set up and develop a new Digital Transformation Office (DTO) to implement the digital programme along four pillars: programme management, portfolio review and alignment, rollout support, and change management. Programme management began with a workshop series involving Capgemini experts and E.ON’s digital transformation team. With these events, the partners clearly established the DTO’s objectives and requirements in order to develop a governance and operating model. This structure involved the definition of roles and responsibilities within the DTO as well as clarity on reporting, alignment, and the ways in which the office would coordinate decision-making and collaboration between the central project teams and decentralised product owners.
As E.ON and Capgemini continued to lay out planning for the DTO, they defined a roadmap and work packages. To ensure a smooth ramp-up and progression of initiatives, the partners developed management and monitoring practices. Finally, the organisations determined the exact skills and knowledge the team would require in order to fulfill its objectives and began to recruit based on these profiles, all while supporting capacity and resource management.
With a plan for the DTO’s creation developed, the partners prepared a set of guidelines and procedures for the review of E.ON’s digital portfolio. By doing so, Capgemini and E.ON ensured that the DTO had a clear approach in place by which it could evaluate digital initiatives and define priority initiatives that were well-aligned with stakeholder interests on both the regional and corporate level. Finally, Capgemini and E.ON set up tools and processes to enhance performance metric monitoring. With roles clearly established and portfolio management in place, the organisations then defined an approach to the rollout of the programme and initiatives across regional and business units. With the solution and its delivery plan created and agreed upon, E.ON and Capgemini then transitioned their focus to supporting a cultural transformation to ensure that the desired change took place and led to a lasting impact upon the organisation. This was comprised of four levers:
One year later, E.ON’s digital transformation has taken off. Already, the business has made substantial progress working with its governance and operating model for digital transformation, which enabled it to establish a digital portfolio structure to scale and continuously review initiatives. Today, the DTO works to identify priorities for further transformation and enable additional digital projects to launch. In addition, E.ON and Capgemini have overseen a substantial cultural transformation and digital upskilling initiative that has provided employees with the tools and knowledge needed to properly operate in the changing environment.
With the DTO in place, E.ON no longer needs to worry about the future of its digital innovation. Drawing upon the team’s expertise and enthusiasm for transformation, the organisation can now be assured that it will always have new opportunities to improve itself with digital technology in the future. In this way, E.ON will continue to identify new prospects for digital innovation and remain on the forefront of digital transformation within the utilities industry.
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