From our experience in the industry, we have seen the need for a holistic methodology that not only focuses on technological changes, but also covers aspects of organizational change that affect processes, structures and in a very relevant way the culture of the company, putting the human being at the center of the solution. At the end of the day, a Smart Grid project is a strategic innovation process that is defined in the long-term business vision and embodied in a roadmap.
Why is it a strategic innovation process? Because strategic innovation is applied in companies that want to make a quantum leap in their performance within the market, applying a different and fresh vision, which is based on value innovation and creative destruction, considering the variability of market structures and limits. This creates unique opportunities for expansion.
Value innovation generates gains for both customers and an organization’s internal and external suppliers through the introduction of elements, such as those related to changes in technology, that are valued by traditional and non-traditional market segments. The idea is to generate a new order that is attractive to all participants with the intention of creating a high-performance market for companies.
For the implementation of strategic innovation processes, we work at all levels of the organization considering the current situation, determined by internal and external factors, generating work plans, measurement and ad-hoc follow-up mechanisms, with the Smart Grid project in question and the new business model, which includes an analysis of the risk factors that may arise in the process of implementing the innovation project. All this is accompanied by the measurement and monitoring mechanisms reflected in KPIs.
In addition, a program of activities is generated to involve key people within the organization, using different communication mechanisms, clear and effective, to generate the necessary involvement, make the strategy explicit and give clarity to the process.
The lessons learned during our professional activity dictate that the accompaniment of a consultancy must be integral end-to-end. That is, from the definition of the roadmap or, failing that, its revision, if it already exists, to the evaluation of the results of a Smart Grid project already in production.
Over the years we have had the opportunity to see how Smart Grid projects, despite being completed, do not end up meeting the expectations they had or are truncated due to lack of foresight of their interoperability with the legacy systems of the Business Ecosystem, for not considering the implications in the processes involved in technological change, for overlooking the associated cultural change and other factors that together affect the results obtained. This has taught us that the conception of a Smart Grid project must be “end-to-end”, i.e., it must be considered not as an isolated entity but as part of the business ecosystem. In the same way, there must be a Road Map that gives us a long-term vision so that the investment we make today is one hundred percent compatible with future Smart Grid projects.
Because of these experiences and lessons learned, we came to define our 4-step process that every project should follow to minimize the risks of an undesired outcome.