Stedin Enhances Asset Management Efficiency with a New Target Operating Model

Stedin has taken significant steps to improve its Asset Management practices by introducing a new Target Operating Model and an innovative process dubbed “pitstops.” These developments aim to bolster efficiency amid a growing team and the complexity of managing assets in an evolving energy landscape.

Background of the Overhaul

Several years ago, the Asset Management department at Stedin found itself facing substantial growth paired with an array of challenges. The necessity for a new operating method became abundantly clear. Aided by external consultants, this transformation began with a keen focus on adapting to the increasing complexities presented by the energy transition, which pressures organizations like Stedin to modernize and expand their electrical networks.

These new dynamics brought issues such as grid congestion, staffing shortages, and an urgent need for digitization to the forefront. For Stedin, understanding these realities demanded a robust and well-structured approach to asset management.

Growth and Team Development

Jan van Oorschot, the Director of Asset Management at Stedin, highlighted the growth within the department: “When I came on board approximately six years ago, we had around 250 employees. Today, that number has risen to 375, and we expect to grow to 450.” This increase was deemed necessary to navigate the burgeoning complexity inherent in asset management and the new demands introduced by the energy transition.

Target Operating Model

Recognizing the need for a comprehensive transformation, Stedin launched a project focused on redesigning its operational structures and processes. This initiative introduced the concept of the Target Operating Model, which serves as a roadmap for improved efficiency. To facilitate this, consultants from BearingPoint and ValueQonnect were enlisted to bring their expertise to the organization’s strategy.

“With their help, we were able to benchmark against industry best practices from frameworks like the Institute of Asset Management (IAM) and NTA 8120,” explained Van Oorschot. This benchmarking process emphasized the importance of integral management across all asset management lifecycle stages.

Fundamental Principles

The project proposal included essential principles aimed at harnessing digitization’s benefits, using standardized solutions, and designating product-asset managers. The goal was to ensure a cohesive management strategy that aligned easily with product lifecycles.

The Role of Pitstops

Amidst this transformative process, the introduction of “pitstops” was a tactical move designed for swift problem-solving. “Consider them akin to a Formula 1 pit stop,” stated Erwin van Gulik, Senior Advisor on the project. The idea was to create quick, intensive sessions involving cross-departmental teams to identify issues, discuss potential solutions, and make swift decisions within a constrained timeframe.

This agile approach ensured that the department remained in tune with stakeholder expectations and could readily adjust to new challenges without skipping a beat.

Engagement and Support

Implementing a new operating model can be a daunting task, especially when it demands staff engagement. Van Oorschot acknowledged this: “Adapting to a new workflow naturally comes with its challenges. However, we had strong guidance throughout, ensuring every voice was counted in these discussions.”

According to Van Gulik, fostering collaboration during these sessions was paramount, using the equation of ‘Impact = Quality x Acceptance’ to reinforce that collective involvement leads to tangible change.

Building a Cohesive Framework

The transformation was not merely about solving immediate problems but also about establishing a common understanding of key terms and concepts. Van Gulik noted, “The pitstops facilitated an environment where we built a unified framework, enhancing communication and collaboration across the board.”

Fostering Collaboration

A significant focus of Stedin’s revamped approach centered around transparency and teamwork. Their “Collaboration Days” allowed team members from various departments to come together, share insights, and work collectively toward organizational goals.

This initiative proved to be a game-changer, allowing for better alignment on ongoing developments and fostering a sense of community and shared responsibility within the department.

Overcoming Past Challenges

With the new procedures effectively ingrained in the Asset Management department, historical challenges are being steadily overcome. The previous silo mentality—where teams operated independently—has been eradicated, subsequently fostering collaboration and enhancing operational efficiency.

Van Oorschot reflected on this change: “Previously, teams would focus solely on their own tasks, with limited external collaboration. The implementation of pitstops has helped shatter that mentality, facilitating a more supportive team environment and improving synergy across all fronts.”

Perspektywy na przyszłość

Thanks to the structured transformation supported by BearingPoint and ValueQonnect, Stedin is set to embark on a focused path toward future sustainability and effectiveness in asset management. “We’ve recognized the need to develop new competencies and skills to better align with the evolving industry landscape,” concluded Van Oorschot. “Our shift ensures we’re not only keeping pace but are ahead of future challenges.”

Wnioski

In summary, Stedin’s innovative moves in introducing a new Target Operating Model and employing pitstops in their Asset Management practices are a testament to their commitment to efficiency and adaptability. In the broader context of logistics, organizations that embrace such proactive approaches will undoubtedly enhance their operational capabilities.

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