Tanweer was responsible for the provision of power and water supplies to the rural areas of Oman. It was under regulatory pressure to improve service performance and undertake a major company re-structuring.
One of the key issues facing the company was how best to manage operations and maintenance and customer services in the rural areas and across the desolate regions. The Regulator wanted to move to separate operating and retail utility entities over time.
We were involved in all areas of organisational design and implementation, working very closely with the CEO and the Human Resources Manager. This started with understanding the issues facing the organisation and the need to change. In parallel, we developed and established the change programme, with a Steering Group, a programme brand, terms of reference etc.
We then developed business process for the whole organisation and educated the senior managers on the processes and how these impacted on the organisation. We designed the high-level organisation, the implementation plan and the business case for change. This was workshopped with the Senior Management Team and then presented to the Board for approval. The final solution optimised the central and regional functions, and developed the processes to manage and coordinate field operations and customer services, whilst giving sufficient oversight, control and consistency from the head office.
Before implementation, we needed to mobilise some key areas. These included the development of a competency framework, a more detailed staff communications plan, and revision and development of many of the supporting HR processes. At the same time, we worked with the CEO to identify and appoint his new Senior Management Team.
The next step was to develop the detailed design including the detailed structures, resource levels, RACI, job descriptions etc. We worked with the respective senior managers at this level to get their local knowledge, buy-in and support. Staff movements and recruitment was coordinated and managed to the planned budget. A formal approval process was established with the Steering Group signing off organisation charts, resourcing levels and the associated staff movements and recruitment activities.
As the implementation progressed, we provided training to the senior managers and their teams on the new organisation and how it should work.
The re-structuring was undertaken to time and budget, and generally with good support from the staff. The Regulator responded positively to the change.
