Integrative Growth

Key Challenges

The client engaged Integrative Growth, Inc. to work with an energy efficiency analytics and program support team from a large, west coast combination natural gas and electric utility. Management felt that the team was in trouble. Errors in their work product, long hours, stress-related illness and absences had plagued the team in recent months.

The initial task was to review and improve processes that were broken. Beginning with a review of work artifacts and one-on-one interviews with team members and their management, IG observed and reported that the team’s responsibilities, "what we do," were unclear, even to team members themselves. IG recommended that the project plan be adjusted to incorporate internal client interviews so that what clients needed and valued from this team could be understood prior to jumping into "how we do it."

With the results of these interviews, IG identified core processes and prioritized opportunities for continuous improvement. IG also recommended structural changes to the team to provide additional value to clients.

Armed with client and employee input, the team’s manager felt confident making changes to his organization after only weeks on the job.

The Corporate Secretary was beside herself. Shareholder research groups had inundated her office with emails and voicemails accusing the company of many transgressions. Each request provided a short timeline to respond, made worse by year-end duties and holidays. Failure to respond would suggest acceptance of the claim and the unflattering report would be made available to the group’s clients.

A multi-functional team was convened. A spreadsheet was created that captured all the data and information requested, the dates corresponding with each requestor’s reporting cycle and contact information. Each team member was assigned multiple measures to research and to return to the team with answers to these questions: Did we currently collect data for this measure? If not was there a close proxy? Would we consider gathering data in this form in the future? If not, why not? With the first deadline looming, the team crafted its first response and included data on as many of the measures or their proxies as they had located. Phone follow up with the requestor’s contact proved beneficial in establishing a relationship and assuring willingness to provide meaningful information.

Next the team created a standard process of gathering and reporting on these measures so that in year two the company would be able to push out the requested information according to an internal calendar not external deadlines. It was determined that the Director of Compliance would own the process and she made individual contact with each of the requestor’s contacts introducing herself and establishing her organization as point of contact and accountable. Finally, the team reviewed the new process with the internal team responsible for the Triple Bottom Line report to eliminate any redundancies and streamline any data requests.

Outcomes

The corporate secretary could rest assured the company had a proactive plan to communicate its environmental and social sustainability efforts to interested parties. The company was well on its way to greater transparency.

Key Challenges

The pressure to market and promote conservation program participation is increasing. What makes for a good program?

The Approach

Integrative Growth, Inc. designed and implemented a telephone survey of residential and small business customers that had purchased and installed an electro-thermal storage unit. This heating unit allows customers to take advantage of off-peak electric rates. The survey asked participants questions around selection factors, overall satisfaction and satisfaction with particular attributes of the unit and the heat it provides. Feedback on the installer and program manager were also collected.

The report of findings suggested that this is a product and program with high levels of satisfaction. Nonetheless there are opportunities to make program enhancements to further increase satisfaction and promote the program.

Outcomes

The program manager now has fresh, relevant input to make program changes and increase participation in a very successful conservation program.