Equipping an Energy Company for Transformation Success

ISG provides a large utility company with an effective communications framework and tools to support its ongoing transformational change.


A U.S.-based energy company that serves approximately 3 million customers in four states was struggling with internal customer perception of its IT solutions, tools and services. In order to deliver higher-quality, customer-centric value, IT leaders decided to implement a new IT target operating model, develop higher-performing teams and rebid several multi-year managed services agreements.

To support the various change initiatives and long-term transformation goals, the company sought to establish a sustainable organizational change management (OCM) and communications strategy, team and approach.

Imagining IT Differently
Imagining IT Differently

The company engaged ISG for an organizational change-communications strategy, plan and delivery. ISG conducted a comprehensive communications assessment to develop a stakeholder-targeted strategy and approach for building awareness and driving engagement across IT and with IT’s customers.

ISG OCM experts partnered with the company to build an integrated team. Together, ISG and the company worked to assess current behaviors, establish new cultural values, develop a plan to address gaps and launch a change-agent program. ISG also helped the company establish critical IT communication tools; develop and deliver IT organizational changes; and announce the sourcing partner transition and launch.

Future Made Possible

  • ISG built an information hub via SharePoint for the IT transformation vision, organizational charts, timeline and key milestones, news and ongoing IT communications activities, answers to frequently asked questions, and other new internal customer-facing solutions.
  • ISG also established a critical communications tool for leaders to use each week. The one-page “Know, Do, Share” report included transformation-related news and drove team huddles to happen regularly and consistently across IT. The format serves as model to other company functions, such as supply chain.
  • IT leadership credits these new communications for its recent improvement in annual employee-survey scores, placing IT within the top 10 percent of the company.