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SERVICES SUPPLIER

Pennon.

We were fortunate enough to work with the utility company providing an essential service to a sizeable part of the UK.

Expertise.

Transformation, project support, Compliance, PLC reporting.

Innovation.

Technology roadmap, smarter working, supplier optimisation.

Value.

Self-funded transformation, multi-million pound opportunities, enabling business goals.

Communication.

Team and business engagement; communication strategy and tools

Stepping in.

In common with many others, the business had undergone significant change following a major strategic shift. The Legal & Secretariat team had been hugely busy helping to reshape the group (not least, during the pandemic) and adjusting to what this meant for their role.

Recognising both the need and the opportunity to do things differently, the General Counsel engaged us to work on transforming the function and to provide expert support to a number of critical initiatives. We were asked to assess the different options for change and develop a transformation plan.

"It was a privilege to help a truly dedicated team develop an exciting new approach to serving such a vital business. This was all about delivering the biggest contribution by working smarter and more sustainably"
Joel Hanson
Lead Legal

Planning for transformation & providing functional support.

Having established the starting position through a functional audit, we presented a range of organisational models to the General Counsel.

Using our Planning for Transformation methodology, we developed a plan to reshape the function - a team suited to the Group’s future needs, capable of delivering much greater impact and value. We identified ways to make the transformation self funding to boot. Engaging with the internal team was central to our role. In particular:

Getting their views on the current situation - assessing the areas where ways of working needed to change and where better tools would make a difference.

Describing how change would be delivered, the constituent phases and a roadmap to get them to their goal.

Holding an event to make the case for change and mobilise support.

Establishing working groups to develop action plans, delivering quick wins and longer term changes.

Planning for transformation.

Scope of service
The current scope of service and the proposed changes to that scope to align with:
The new business strategy;
 Best functional practice.

Operating model
Model for the internal team and use of external service providers.

Risks
How risks would be mitigated and opportunities realised.

Legal transformation funding
The self-funding of the transformation.

Costs
The total (internal and external) costs.

Value
The value created by the new structure (quantifying the benefits).

We were also asked to provide several areas of support to help drive the GC’s agenda.

Secretariat
We helped stabilise the Secretariat in response to high demands; providing guidance on scope of service, best practice and organisation.

Governance
We reviewed the Group’s governance framework against best practice, suggesting simplifications and enhancements. We created a new data governance authority which has now been embedded within the group.

Reporting
We oversaw the development of the Annual Report – amongst other things, shaping objectives, assisting on design concepts, as well as producing content for key sections.

R&D
We worked on a R&D joint venture underpinning key operational innovation.

Compliance
We designed a programme of compliance activities:
Assessing existing strengths and weaknesses
Prioritising higher risk areas
Tailoring bespoke compliance activities
 Developing policies and training plans.

Tangible value.

Expertise.

Transformation, project support, Compliance, PLC reporting.

Innovation.

Technology roadmap, smarter working, supplier optimisation.

Value.

Self-funded transformation, multi-million pound opportunities, enabling business goals.

Communication.

Team and business engagement; communication strategy and tools.

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