Red Eléctrica - Energy transition
The challenge
Red Eléctrica de España needed to accelerate the development of its strategic infrastructure plan at three times the usual pace to support the energy transition.
The result was exactly what Red Eléctrica was looking for: the strategy is being successfully implemented and the infrastructure plan is progressing as planned.
How we did it
This type of deployment is very complex, as it involves the collaboration of many people and departments, from engineers and legal teams, to procurement and subcontractor coordination. To achieve this, extremely high coordination and anticipation is needed, as every part of the process is interconnected.
Key processes were identified and the collective intelligence and action of 386 people was channelled around 7 focus areas, always working in a cross-cutting manner.
In one and a half day session, concrete action was generated, both coordinated and free choice. The multidisciplinary teams worked on process improvement and each person defined the most they could contribute from their role and what they wanted to propose to their department or team to align their daily work with the challenge.
The team leaders, through self-managed collective intelligence sessions, integrated these actions into the daily operations of the company.
The entire project was developed in three months online through our platform The Yes Planet.
Why was it so fast? Because the design and execution were carried out simultaneously in two weeks, integrating both cultural and business aspects.
After the three months, momentum was maintained without Madavi thanks to two key factors: collective action and commitment from all levels of the organisation, along with knowledge transfer to leaders and middle managers, who were able to continue autonomously.
The impact
In just three months, they reached the speed of implementation necessary to meet the objectives.
In addition to achieving the original objective, the project has brought about a profound and lasting cultural change, with two characteristics: transversal fluidity and the empowerment of people.
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ACCIÓ needed to transform itself to consolidate its leadership in business services and create an environment where talent could flourish and change could be implemented quickly and effectively.
A key aspect of this challenge was to actively engage all levels of the organisation in the transformation.
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