What is SmaartUtility
The utility sector is undergoing transformational changes which are challenging the traditional business model of distribution, metering and billing.?As the utilities sector transforms, it will need to move towards one that is capable of adapting to constantly changing stakeholder requirements. There is a clear shift from a focus purely on selling energy to customers, to selling energy efficiency or home services.
Mature markets have a flat or declining demand, opportunities exist for utilities in new developments such as smart technology and new distribution solutions. These will offer additional non regulated revenue streams, and acquiring or developing capabilities in areas such as data analytics will provide a catalyst for new customer solutions and help drive operational improvements.?These opportunities will require a foundational platform within the utility of capability uplift in people, process and technology.
The top risks facing Australian utilities companies:
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Consumer relationships are key, relationships and engagements with the consumer is at the heart of the complex relationship between utilities, regulators and policy-makers.?Effective and deliberative stakeholder management is becoming a critical value driver for power and utilities companies in Australia, not only with regulators but increasingly with consumers and consumer representative groups in the context of expected reliability levels and price/service trade-offs.?Power and utilities companies need to navigate a balance between price and cost, which can only be done by listening to consumers about what they want, listening to governments to understand their needs and with regulators about how they discharge their obligations.
Many Distributors have lost positive connectivity with consumers over the past 10 years, as they have retreated from retail functions and instead generally interact with consumers only when outages and other problems occur.?As a result, rebuilding these relationships to better understand the service levels expected by consumers and to educate consumers about the reliability/price trade off through deliberative engagement will be increasingly important.
To add further pressures to this, globally, many utilities feel they are carrying a relentless and increasing regulatory burden. In established markets like Australia, these increased compliance and regulations are being driven by market reforms and a move toward competition in all aspects of utility operations.
In Australia, regulatory rules have increased from about 600 pages to about 2,000 pages in the past 7-8 years, and have been subject to around 100 rules changes over that time.?Much of the change is due to the regulations catching up with the increased complexity of the industry, but there is certainly work to be done in simplifying the regime.
Utility Leaders need to be aware of these risks and develop appropriate mitigation strategies through organisational changes focusing on enterprise asset management strategies, aligning business models to ISO55001 and deliberative customer engagement.
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Revisiting strategic drivers and alignment to Asset Management maturity models is fast becoming the go to response for utility leaders in understanding the performance levers of their network.?Incorporating these changes with transformation programs of work is fast becoming the method to demonstrate to regulators the prudence of asset investment and the efficient delivery of that investment to manage the network. The focus of these transformations are driving uplifts in people and process and managing the integration and convergence of IT/OT technology platforms to meet these strategic outcomes.
Our Mission
Our mission is to support the Australian market through reducing the cost and risk of the utility transformation initiatives required to manage these risks.?We believe success comes from implementing strategic objectives through aligned transformational delivery outcomes.?As a result, we have invested in the development of a capability delivery model to support business transformation implementations with a holistic focus on people, process and technology.
Statistics show that 44% of strategic initiatives fail to meet their original goals. Our mission is to support Utilities through reducing the cost and risk of these transformation initiatives. We believe success comes from implementing strategic objectives through aligned incremental transformational delivery outcomes.?To reduce the number of failing projects, we have developed a delivery model to support major Utility implementations.
Our approach to delivering Utility’s strategic objectives is based on using accelerators that have a best practice templated approach baked in to reduce delivery risk. The client manages the scope of what is being delivered through prioritising the most important functions throughout the project.?Through strong collaboration, CPS will support the client to develop lasting value and reduced risk in the solution delivery through early wins.
The SMAaRTTM Agile Approach for Utility Transformation
Most Utilities face highly complex and often varied challenges on a daily basis. Remaining relevant in dynamic and ever-evolving markets demands the ability to develop and implement strategies that directly address these challenges and provide the business with a clear path on how to continuously create value for customers, stakeholders, and employees alike.
A well-developed strategy requires more than just great minds when considering the task of realising strategic change. Our SMAaRTTM capability model delivers the structure required to develop the necessary portfolio of programs and projects that lead to strategic outcomes. This model aligns all parties involved so that they understand the strategy, as well as facilitating a well-planned journey that ensures the required value is delivered as was initially envisaged.
CPS has extensive expertise in the delivery of enterprise solutions such as SAP, Oracle, Assetic, Civica, TechnologyOne, Infor, JDE, PeopleSoft, and MS Dynamics ERP systems; and has assessed that for the fit for purpose, whole of business solution Utility desires, and believes that the Oracle suite for Utilities is best suited. We will leverage our proprietary SMAaRTTM Business Transformation model to facilitate and expedite this projects delivery.
The SMAaRTTM Solution Template defines Best practice SMAaRTUtilitiesTM business processes that have been developed for the SMAaRTUtilities and SMAaRTCities industry and identified those that specifically relate to the utilities’ role in the Smart City.?These accelerators are used for the company-wide implementation, and are built by integrating the various Oracle products with Smart Utility Best practice processes. This provides a template that will utilise over 400 SMAaRTTM business activities aligned to system configurations as pre-configured solutions. ?The pre-configured solutions will then be documented as Utility’s tailor-made SMAaRTTM Capability Reference Model, which will include business processes and master configuration workbooks. This significantly decreases blueprint and design effort cost incurred by the Utility.
Helping Businesses Transform | Sales Leadership | Digital Twins & AI Innovation
1 年As always Data and Integration are the key. Without that right virtually nothing else works well and the digital transformation journey is a lot more pedestrian.