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Operating Model Imp. & Change Management​

Operating Model Imp. & Change Management
Client ACWA POWER
Region Saudi Arabia
Sector Energy and Utilities
Testimonial

The Challenge

ACWA Power is a leading Saudi-based developer of power and desalinated water, recognized for itsrapid growth through extensive project development in renewables, international expansion, andtechnological innovation. To effectively achieve its ambitious expansion goals, ACWA was implementinga new operating model aimed at creating a cohesive ‘one-company’ organization while facilitating rapidgrowth across various regions. This initiative involved establishing a region-based organizationalstructure and strengthening the supporting functions.​

To successfully roll out this new operating model, ACWA required comprehensive change managementsupport in designing and managing a program that ensures:​

  • A motivated and engaged workforce that actively embraces the new operating model.​
  • Implementation aligned with strategic objectives, ensuring effective dissemination of the intendedmodel.​
  • Increased efficiency, productivity, and achievement of key performance indicators (KPIs) whileminimizing disruption to ongoing business operations.​

Our Approach

  • We assembled a diverse project taskforce comprising key organizational areas, including HR,Finance, Legal, Organizational Development (OD), IT, and Communications. Structuredgovernance mechanisms were established to monitor progress, address risks, and updateworkstream plans effectively.​
  • Change management plans were co-developed for each workstream. We simulated changemanagement procedures with the respective teams to identify gaps and refine strategies,ensuring effective implementation.​
  • Detailed plans were defined for each workstream, outlining tasks, timelines, and resources. Thesewere then integrated into a comprehensive, holistic project plan.​
  • The change management plan was executed with continuous feedback collection, progressmonitoring, outcome evaluation, and necessary adjustments to ensure successful implementation.​

Key Outcomes

  • The operating model was successfully implemented at an accelerated pace. All personnel changes were compliantly actioned, supported by an extensive communications program, a comprehensive financial assessment, and systems updates within five months of defining the operating model.​
  • A consistent approach, toolkit, and delivery method were established for future change management and implementation, with well-defined processes to ensure effective change delivery.​
  • Survey results indicated a high-level of satisfaction amongst employees and workstream leads:​ 90% believed their feedback and insights had been considered and acted upon during the change process
  • Survey results indicated a high-level of satisfaction amongst employees and workstream leads: All 8 workstream leads were ‘satisfied’ or ‘extremely satisfied’ with the outcomes of the change management programme
  • Survey results indicated a high-level of satisfaction amongst employees and workstream leads:​ 78% were ‘satisfied’ by the communication of the ongoing change process.​

What our clients say about us

“Q5’s expertise led to exceptional results in our change
management workstream, setting a new standard recognized by
ACWA leadership and beyond”​

Elise Van Zeeland, Executive Director – ODOE​
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Q5 is a trading name of Q5 Ltd, which is registered in England and Wales, Registration No. 15266902.
The Registered Office is Thorney House, 34 Smith Square, London, England, SW1P 3HL.