Digital transformation requires visionary leadership, structured plans, and motivated teams. Our experienced interim manager drove change at a national energy services company facing major industry changes. Within nine months, he structured a program comprising 16 projects and laid the foundation for further digital transformation.
The starting point
The energy sector is undergoing a period of profound change. Energy trading on the stock exchange, the energy transition, and political guidelines are shaping the market. At this energy services company, core areas were working in isolation. Processes were uncoordinated, projects lacked structure and clear priorities, and there was no program manager for digital transformation.
Although the CEO wanted to see change, the transformation stagnated in day-to-day business.
With a mid-term planning deadline looming and no progress being made on digitalization, the energy service provider decided to hire Holger Blase as Executive Program Lead. His task was to set up the program, break down silos, and deliver results under time pressure.
A structured approach to success
Holger Blase quickly recognized that motivation, collaboration, and structure were lacking. His approach was based on clear steps that addressed not only technical challenges but also interpersonal ones.
Step 1: Listen and analyze
When Holger Blase started in July, he conducted over 50 interviews with employees from all levels and departments to gain a comprehensive picture of the situation. This helped him identify core problems such as inefficient processes, lack of structure, lack of decision-making, and lack of communication.
Step 2: Create structure and clarify responsibilities
Blase took charge of the program, established a core team, project teams, and a steering committee at the executive level. He also streamlined collaboration with the sponsors, who reported progress directly to a steering committee. He made consistent use of existing resources such as project charters and business case templates. Together with the CFO, he also provided controllers in all core areas to effectively support the projects. This gave the projects transparency and momentum.
Step 3: Formulate a shared vision
The mission developed with the sponsors was anchored at a kick-off event and with the help of corporate communications. Holger Blase and his team designed a clear roadmap with 16 digital projects that took interdependent relationships into account. He also prepared the associated investment calculations, considered the impact on the IT architecture, and established accompanying change management. These measures were approved by the management board in November and by the board of directors in December.
Step 4: Implement and promote results
Once approved, implementation was pushed forward quickly. By March, key projects had been launched and the foundation for digital transformation had been laid. Blase handed over the program to a successor who was able to build on a solid foundation.
Challenges and successes
In addition to workflow-based obstacles, Holger Blase encountered interpersonal tensions in particular. Individual conflicts and a lack of cross-departmental communication required his direct and honest manner to break down barriers.
“Very often, companies don't know what they know,” Holger Blase observes. Structured interviews in particular helped to identify connections, existing challenges, and possible solutions. Highlights of his work included the unanimous approval of the roadmap and the visible change in the corporate culture, which shifted toward a proactive attitude toward transformation.
A blueprint for sustainable change
Holger Blase's methodical approach can be summarized in five steps:
- Listen and analyze: Understand problems and potential.
- Create structure: Establish clear framework conditions and responsibilities.
- Define a vision: Develop a shared mission with clear goals.
- Ensure acceptance: Motivate and involve management and employees.
- Drive implementation: Structured action and regular monitoring.
Is your company ready?
Holger Blase's success story illustrates that digital transformation requires more than just technology. It requires leadership that creates structures, strengthens motivation, and commits the entire team to change. Do you also need support with your transformation? Our interim managers are ready to provide you with professional guidance.
Contact us today and take the first step toward a digital future! office@top50interim.com oder +41 (0)41 412 02 02
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