A major player in the national gas market has recently undergone a process of decentralisation, creating issuesaround structural clarity, duplication and overlap and organisational inefficiencies
The HR department were aware at a high level of the issues that existed but required insights that quantified theissues they knew existed in the organisation and to understand how these tangibly impacted the organisation interms of overall effectiveness, efficiency and performance.
Our Approach
Conducted 15+ discovery sessions across Head Office functions, to understand strategic priorities, organisationdesign and structure, processes, ways of working and capabilities
Developed a series of quick wins across the issues received and aligned these with key stakeholders in a seniorworkshop
Conducted a workshop with senior leadership to playback diagnostic findings, validate, align on quick wins andcocreate solutions to organisation wide bottlenecks
Benchmarked FTE ratios against national, regional and international peers and comparators to understand whereKhazeen sits in terms of scale, ratios, and structure
Delivered a best-practice, data-led succession diagnostic to identify critical roles, assess successor readiness anddesign targeted, customisable mitigation actions aligned to business impact.
Conducted an organisation wide activity analysis to understand how time is being spent by employees and areasof duplication as a means toidentify where workflows can be automated, how ways of working can be improvedto increase efficiencies and what systems are required
We developed a holistic roadmap for change, with near term and long-term recommendations with a key focuson demonstratable ROI to build a case for senior leadership
Key Outcomes
Identified bottlenecks and areas for improvement in organisational effectiveness and aligned with cross- enterprise senior stakeholders on possible solutions and quick wins
Evidence-based insights into productivity and automation opportunities, from an organisation-wide activity analysis highlighting duplication, non-value- add work and system gaps.
Gave leadership clear, actionable visibility of succession risk and a prioritised plan to protect continuity, capability and institutional knowledge across the organisation.
A clear, ROI-led roadmap for change, combining immediate quick-wins with longer-term structural and capability reform recommendations.
