CASES · STRATEGY
Procurement strategy for an international energy group
A new head of division, a project-driven unit with too many things running at once, an unclear team structure and a leadership group that was not yet aligned. For Procurement Excellence at Vattenfall we developed a leadership programme with strategy development for the whole division at its centre.
In the end, the work in the leadership team produced more than that: a new organisational design, and the roll-out of the strategy across several international all-hands formats.
The engagement
- Client Vattenfall · Procurement Excellence
- Sector Energy · Procurement
- Period 2024 – 2026
- Service Strategy development
- Format 8 workshops with the leadership team · 3 all-hands workshops
- Locations Berlin · Amsterdam · Stockholm · Helsinki · Gothenburg · Katowice · Basel · Cologne · Doorn · Diedersdorf
THE PROCESS
Strategy and leadership
1 STRATEGY
Fields of action and options.
Starting from stakeholder expectations and future challenges, we developed several strategic options, tested them in feedback loops and assessed them against jointly defined decision criteria. Out of that came the vision: “One process, fully digitalised and data driven.”
2 ORGANISATIONAL DESIGN
Translating it into the organisation
A diffuse team structure gave way to a clearer order along the strategic fields: data, processes, integration, and change & communication.
3 ROLL-OUT
Aligning the teams.
In several all-hands formats, staff worked with the new strategy, the division’s values and a more customer-oriented design of its processes. The aim was information — and a shared translation into the work of the teams.
FROM THE WORK
Insights.
Participant feedback
You have that uncanny ability to lay your finger straight into the wound!
Sven Jacobs, Head of Vattenfall Procurement Excellence
A systemic reading
What was interesting here was how the strategic vision emerged. At first there was only the ambition to integrate the division more closely and to digitalise it. In jointly reviewing and condensing the material, that suddenly became a clear strategic position: One process. It was precisely that clarity which then made the organisational design and the implementation workable. Three years later we were able to carry the strategy forward together.
Dr. Jonas Asendorpf
LET’S TALK