Post-Merger Integration Strategy & Transformation, Operate Models & Processes

Problem Statement – one of the largest European Energy client organisations was under a significant time pressure to complete the Integration of the acquired Energy entity in the UK to realise the Synergy Cost Savings. Migrate acquired aging & unreliable systems, replace legacy Energy Trading Systems, improve an unacceptable level of Customer Service complaints and to justify the acquisition-value.

This global Energy & Utilities Organisation engaged us to develop & implement its ‘PostMerger’ Integration Strategy, and Planning & Execution. We conducted a full review of client’s business requirements, people skills & capabilities, operating models & processes, applications, systems, infrastructure, networks, security, and data centre.

We identified opportunities for improvement, designed a programme of work to underpin the rollout & delivery, organisational structure, people skills & capabilities. We carefully conducted a comprehensive “Strategy Review & Audit” and made recommendations for improvements. Our Specific responsibilities & activities, included (this is just a short summary):

  • Definition & execution of Post-Merger Integration ‘Vision Strategy & Roadmap’, aligning technology with the client business needs.
  • Effectively performed a 360-degree strategic reviews, presenting recommendations at up to CxO level, and setup the agreed programme for successes e.g. People, Processes,
    Systems/Tools.
  • Developed People, Operating Models, Process Systems integration Strategy, Transition Agreement Plans (TSA) for migrating contracts.
  • Developed Digital ICT Strategies e.g. Post-merger Integration, Cloud & Data Centre Transformation, and Service Transition
  • Led the development of Digital Energy Trading Systems Strategy & Architecture and Transformation & Transition Roadmap and detailed plans.
  • Focused on enterprise architect development of operating models, including Oshore Outsourcing centres.
  • Developed & coordinated large-scale Bid/ITT, vendor selection behalf of the Client.
  • Managed Vendor Contractual delivery assurance to agreed Governance, Price, KPIs, Milestones and managed scope-creeps.
  • Leadership of large resourcing pools of 200+ staff with global remit, including internal & external staffing & partners.
  • Managed global tier-1 vendors/partners e.g. Oracle, SAP, Accenture, HP, Nortel, BT etc.
  • Tracked multi-vendor delivery progress and reported at C-Level Exec Board and Executive Stakeholders

Successfully delivered ‘Post-Merger’ Integration & Transformation encompassing: People, Operating Models, Energy Digital Trading Systems, Oracle to SAP/ERP migration, Applications migration e.g. HR, Finance, Supply-chain, and Data Centres.

Saved the Client estimated 20% in operational cost by delivering on-time & Budget.