Our client is a not-for-profit organisation supporting the effective regulation and management of the electricity industry. Following the announcement by Ofgem in 2019 that the industry would be moving to mandatory settlement every half-hour, our client was chosen to lead the delivery of the Half-Hourly Settlement Programme.
The Challenge
The settlement programme is a complex, market-wide transformation programme. With the Target Operating Model (TOM) for the future of the industry being defined by Ofgem, our client developed the detailed design with significant input from industry. After three previous tranches, the Design was undergoing its final review and consultation. However, across the previous tranches, there had been no consideration of change management for all 200+ industry participants.
How we helped
A Moorhouse team of change management professionals worked closely with a cross-functional client team. This ad hoc team setup to support the design workstream, was tasked with identifying means of improving the consultation process to the benefit of the Programme and the participants in the industry. This was to ensure each identified change intervention or activity was designed to deliver value.
We developed three separate personas, each representing a number of participants, based on how informed and engaged they were. Each persona had specific needs and desired future behaviours which would govern how they would approach the design consultation, and how the Programme would engage with them to alter that behaviour. For each of the personas we developed separate User Journeys to deal with the changes.
Understanding the different elements at each stage of the User Journey allowed the team to develop a communication, change and engagement plan tailored to each persona. The activities as part of this plan included 15 different webinars on specific topics, drop-in sessions for participants to speak with the Design team, and the launch of a separate fortnightly Design Newsletter, in addition to other activities.
Outcomes
Through our core capabilities of People and Change, Communication and Engagement, User-centred Design and User Journeys, we were able to:
- Drive the Participant Experience Management workstream and engage with key stakeholders (both in the LDP and SRO teams).
- Ensure our client could mitigate the impact of change across organisations and industry and deliver the final design.
- Ensure all participants had the opportunity to engage meaningfully with the Design Review Process.
- Positively impacted the participants’ user experience, creating a seamless journey.
Moorhouse Consulting
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