Stedin Accelerates the Energy Transition with Pitstops

Client Business Challenges

Target Operating Model

Stedin asked management consultants and energy experts Ravish Mehairjan (ValueQonnect) and David Bergsma (BearingPoint) to look at how Asset Management could be better managed. Their expertise in complex organizational transformations and innovative approach to Asset Management helped Stedin develop a more efficient and effective system. “Ravish, David, and the team of BearingPoint consultants helped us look at best practices from models such as the Institute of Asset Management (IAM) and NTA 8120,” explains Van Oorschot. This model emphasizes integral control and management at all steps of asset management. Stedin wants to use standard solutions as much as possible because they can be realized quickly. The digitization of the power grid must also be accelerated to better utilize the electricity network. Additionally, Stedin has appointed product-assets managers to better align the lifecycle of products and assets.

BearingPoint’s Contribution

Pitstops

One of the aspects of the approach used by the consultants is the use of ‘pitstops’. These pitstops are intensive and targeted sessions where various teams within and outside Asset Management come together to discuss and solve specific problems. “The pitstops are designed to work quickly and efficiently, similar to a Formula 1 pitstop,” explains Erwin van Gulik, who, as AM management advisor, is closely involved in the change. “During these sessions, problems are identified, solutions are discussed, and decisions are made, all within a short time frame. This ensures that the AM department remains constantly in motion and can quickly respond to changes and new challenges.”

Support

The pitstops initially demanded a lot from people. Van Oorschot: “A new way of working is always exciting. But we were very well guided in this. The sessions were meticulously prepared. Everyone had a say, not just a few dominant people that the rest then follow. That was very closely monitored.” He is supplemented by Van Gulik: “I always use the formula ‘Impact = Quality x Acceptance.’ During those sessions, a lot of sticky notes were put up. But we really did it together. Everyone felt heard. Then support and energy are created, and you can make an impact. And that has also happened.”

“We could have figured out the system on paper, drawn an organizational chart. The same might have come out, but then you don’t have support. Precisely by doing it together and having the right expertise, also from outside AM, at the table, it delivered a lot,” says Van Oorschot proudly.

The pitstops are not only intended to solve problems quickly. “The pitstops have helped us create a common framework of concepts, so everyone within the department understands what is meant by certain terms and concepts,” adds Van Gulik. “This has led to better communication and collaboration within the department.”

Transparency and Collaboration

Another important aspect of the transformative approach is the focus on transparency and collaboration. “We want more transparency and collaboration within the department and with other colleagues within Stedin,” says Van Oorschot. This is achieved by regularly organizing collaboration days where employees from different teams come together to discuss problems and find solutions. This approach ensures that everyone within the department is aware of the latest developments and that there is a joint effort to accelerate the energy transition.

Client Business Outcomes

Overcoming Challenges

With the new way of working, Stedin has overcome several challenges. One of the biggest challenges was the silo mentality within the Asset Management department. “Everyone did their best within their own columns, but there was little collaboration between the different teams,” concludes Van Oorschot. The pitstops have helped break through this silo mentality, create support, and improve collaboration between teams.

Stedin has tackled the challenge of future-proof grid management by approaching asset management differently. “We had to manage and control ourselves differently, which requires new competencies and skills,” clarifies the AM director. “Thanks to the transformative approach and the support of ValueQonnect and BearingPoint, in close collaboration with Stedin, we are making great strides in developing these capabilities and are better prepared for the future.”

Stedin

Stedin is the grid operator in most of South Holland and the provinces of Utrecht and Zeeland: a predominantly urban and industrial region. Stedin ensures that more than 2.3 million households and business customers have access to energy to live, work and do business.