A group operating model built for faster commercial execution

Energy markets are changing fast, and utilities need to act with speed close to their customers. Our client, a leading Nordic energy group, had built a strong group model that had served the company well through years of growth. Looking ahead, the CEO and Executive Management wanted to strengthen commercial execution in the business units – moving decisions closer to customers, sharpening focus across the portfolio and freeing top-management time for direction-setting – while keeping the group coherent.

We worked side by side with the CEO and Executive Management team from design to implementation. First, we clarified the role of the group versus the businesses and set design principles for a model built around commercial execution. Second, we consolidated existing business units into fewer but stronger divisions, each with clear accountability for results. Third, we streamlined governance, especially at top-management level, so decision forums focus on the priorities that matter most. Throughout, we supported communication and change management, helping leaders explain the why, the what and the how to their organisations.

The new group operating model is designed and in implementation. Fewer, stronger divisions form the new structure, and top-management governance has been streamlined around commercial priorities. Qualitatively, the early impact is already visible: a more coherent strategy and go-to-market approach across the B2C brands, clear accountability in the divisions, and more Executive Management time devoted to direction and priorities.

Our client is a leading Nordic energy group with activities spanning renewable energy, grid infrastructure and customer solutions. Rooted in a strong ownership model and a values-based culture, the group serves a large base of private and business customers and plays an important role in the region’s green and digital transition.