National Grid Gas Transmission
Helping the National Grid respond to a dynamic environment and design a new strategy for long-term success
Challenge
Developing a new strategy that balances the needs and expectations of multiple stakeholders during a time of change and rising expectations from the UK’s energy sector
Outcome
A clear strategy aligned around the key focus areas requires to deliver long-term success, and a new system to help prioritise, communicate and manage strategy execution
It is an understatement to say that the UK’s energy sector is experiencing a major transformation. With growing demands from customers, OFGEM, regional gas distribution partners, directly connected customers, other industry stakeholders and shareholders, the National Grid has a delicate balancing act as we move to a net-zero future.
Against this context, the organisation itself is on a journey from public sector utility to mature PLC. Ongoing internal transformation programmes - including a strong digital agenda - and growing pressures from OFGEM as the new RIIO2 regulatory is negotiated, only served to highlight the importance of focus and clarity from any new strategy.
My work over the twelve-month project was broad - including identifying and exploring different future scenarios, working across the business to develop clear focus areas, collating and prioritising project activity, developing a long-term transformation roadmap, working with leadership teams to introduce and embed an OKR framework, and liaising with the RIIO2 team to ensure the new strategy was aligned to the regulatory programme.
“Over twelve months Matt worked with National Grid’s Gas Transmission business to help bring greater focus and clarity to our strategy. He worked across the business to identify our strategic focus areas and develop these into opportunity areas and projects that will help realise our vision.
This involved developing with the business, communicable, simple programmes of work and defining the milestones of what value these delivered to us as a business, to external customers and stakeholders, and to shareholders.
Matt also introduced and embedded a system of performance management to bring accountability and focus to activity across multiple business units. This was a cultural shift as much as a new process, through which he coached and developed diverse teams across the business to build a stronger performance culture.
Matt was a well respected and networked member of the team, bringing and sharing innovation and new insight to challenge our business in different ways of working and ideas from other industries.”