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Customer case

Sector: utility

The Belgian energy market today is confronted with an ever-faster evolution of technology which has an impact on the way the current market functions. In order to develop the value that this technology can bring, we need a flexible federal platform that can support the new market processes, facilitate the exchange of information between the various actors in the market and is able to gradually support new processes in the market. The current implementation of the federal platform enables us to bring the current market processes in line with the new possibilities that smart meters offer us.

Fluvius, the largest distribution grid operator (DGO) in Flanders, like all actors in the energy market, needs to make the transition to the federal clearing house and the new market processes. To complete this transition successfully, Fluvius counts on the services of Business Consulting.

The term 'transition' is often to be found in the context of a project approach. We talk about transition when a company changes its way of working structurally. Sounds logical. The change in the market’s way of working must be reflected in Fluvius’ internal processes and the implementation of a new 'Clearing House' (data exchange platform) has major consequences for DGO’s the internal IT landscape. We can therefore speak about a structural change in Fluvius’ way of working.

Such a change is being prepared precisely, with a detailed project plan and clear roles and responsibilities for everyone who is closely involved. The project leaders also provide a transition phase that accurately and meticulously maps out the exact transition. This phase is crucial for the success of the change.

A transition phase within a project contains three periods:

  • Completing the existing way of working
  • The transition itself
  • Starting up the new way of working.

Each of these three periods has their own complex needs: People involvement (both internal and external), mapping of the impacted processes, informing suppliers and adjusting their role and responsibility, etc. Each of these needs is then translated per period into an action-oriented approach. This gradually leads to a transition scenario which contains a precise step-by-step overview of whom executes the tasks and when the actions will take place. The actions are about communication, IT, business tasks, decision moments, etc.

Business Consulting supported Fluvius during this period. Our experience with the execution of complex transitions, our structural approach and our thorough market knowledge of both the current market model (MIG 4) and the new market model (MIG6) make us an ideal partner for Fluvius. Together with the Fluvius teams we are responsible for a smooth execution of the transition period. We limit the risks that such a transition entails and ensure broadly supported and pragmatic solutions within Fluvius, with minimal impact on the end customer.

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