Links to Nuclear Experience and
Management Insight Articles
|Efficiency Improvement/Cost Reduction for a Transmission Company
||The Vermont Electric Power Company (VELCO), the first ever transmission only company in the United States, provides transmission services to the entire State of Vermont. The overall objective of the work was to study, design, and implement a program to achieve efficiencies through implementation of best practices, and to help minimize electric utility costs within the State of Vermont while maintaining reliability and quality of service. WCG's work objectives and scope included optimizing synergies and efficiencies within VELCO, between VELCO and the distribution utilities, and among the 22 member distribution companies. A number of substantial savings/cost reduction opportunities were identified.
|Business Strategy Development
||For an unregulated subsidiary formed to participate profitably in
capital intensive energy-related markets using new technology, we
thoroughly examined the market, gathered facts and insights from all
market participants (i.e., competitors, suppliers, customers, etc.),
and explored international experience, some of which are more advanced
than in the U.S. Our analysis identified a number of important and
needed directional changes in business strategy, and developed a complete
understanding of market opportunities and constraints faced by the
|Marketing and Customer Service Analysis
||Conducted an analysis of the marketing, strategic planning, and
customer service functions of the company. Evaluated the mission,
strategy, and objectives of the various functions, and facilitated
senior management in development of new directions for the company
based on customer needs and competition.
|Chief Executive Officer Search & Compensation
||Working with the Executive Committee of the Board of Directors of
an industry association, we conducted a comprehensive search for a
new Chief Executive Officer. Extensive sourcing and screening of possible
candidates resulted in an initial list of seven qualified individuals.
Of these, three finalists were presented for personal interview along
with a complete dossier of their life, career, and psychological profile.
Following selection, we conducted the compensation and benefits negotiations
between the Board committee and the selected individual to the satisfaction
of all concerned.
||An unregulated subsidiary of a major energy-based company had excess
capacity and needed to revitalize and accelerate its sales success.
We prepared a pricing strategy and detailed pricing game plan for
a variety of market segments and sub-segments we determined to be
the best targets. The game plan ensured profitability, was very attractive
to target segments, did not interfere with pricing commitments made
to existing customers, and achieved all goals within two months.
||Played the key role in consolidating four Washington, D.C.-based
industry associations into a single organization to represent the
industry. We developed the entire organization from scratch, including:
mission, goals, governance, by-laws, dues structure, organization
structure, staffing, compensation, and key management processes.
||Working with key senior executives, we provided viable alternatives
on how to best restructure a major Strategic Business Unit of the
company. Issues dealt with encompassed legal structure alternatives,
potential mergers/strategic alliances, governmental/ regulatory barriers,
strategic strengths and weaknesses of each alternative, management
organization, governance arrangements, and key executive staffing
||Reviewed the merger partners' entire organizations to optimize the
use of employee resources through improvements in organization structure,
management processes, and staff allocations. Provided assistance in
determining the appropriate number of customer service centers, appropriate
use of construction and maintenance resources, and realigned administrative
||For the Plant General Manager, we conducted a review of the effectiveness
of information flow and cultural barriers to management effectiveness
at a complex processing plant with about 4,000 employees. This review
addressed maintenance, work control, operations, and production support
functions, and assessed communications channels and flows between
and among senior managers through to first level supervisors. Subsequent
results showed great improvement.
|Change Management, Organizational Design, Technology Commercialization,
||Beginning in 1995 shortly after this uranium enrichment company
was formed, we conducted a series of projects aimed at positioning
the client's operations for privatization. Our first project reorganized
each of its two gaseous diffusion plants from a traditional cost-plus
contractor arrangement into a modern, private sector organization
structure. Existing functions were streamlined, and needed but absent
functions were identified and provided for. Subsequent reviews focused
on improving effectiveness and efficiency in the two plants, technology
transfer, and cost reduction. The technology transfer project determined
the steps, organization, staffing, and timing needed to bring a new
AVLIS technology from the laboratory to full field production. This
project helped the client to reach an eventual cancellation decision
on AVLIS. More recently we assisted this client in cost reduction
projects, aimed at lowering product costs in a competitive world market.
||For one of the largest companies in the United States, we reviewed
work control, maintenance, and system engineering functions at multiple
facilities. During the review, we benchmarked these functions against
other companies in its industry, and with NASA, Saturn, airlines,
and oil refineries considered leaders in these functional areas. We
produced detailed recommendations and implementation plans leading
to improved effectiveness.
|Organizational Effectiveness and Restructuring
||Through a joint client/consultant team effort, we conducted a complete
review of a client's organization seeking to improve its effectiveness
and credibility with its customers. Issues encountered were lack of
focus and accountability, unclear expectations, and unnecessary layers
of management. The recommendations included a revised organization
structure, more meaningful titles for the senior executives, revised
focus on the resolution of issues, and a clearer mission statement.
|Holding Company Organizational Improvements
||Over time, the holding company of this Fortune 200 company had evolved
into a hybrid organization that was inefficient and not properly balanced
to best serve corporate needs. We reviewed the business strategies,
operating issues, and interface arrangements for all major organizational
units and determined that a number of holding company functions could
be transferred to the operating companies, either in whole or by consolidating
them with existing units. We also redefined the mission of the principal
operating company to ensure it fulfilled its proper role in the enterprise.
The end result was a substantially streamlined and more effective
holding company organization.
|Governance, Programmatic, and Operational Review
||Working with a group of 12 Directors of a natural gas industry association,
we led a complete overhaul of the association. Issues addressed and
modified as a result of our work ranged from mission, governance,
and association programs to organization, staffing, and customer service.
Substantial improvements resulted as a result of our review.
|Joint Venture Partner Agreement Facilitation
||The non-operating co-owners of this joint venture had great difficulty
clearly communicating their administrative, financial, and oversight
requirements to the owner-operator. Working with the non-operating
co-owners of this complex, capital intensive operation, we facilitated
the multiple discussions necessary to clearly communicate and understand
the specific administrative and financials requirements of each co-owner.
Those requirements were then succinctly presented with significant
improvements in understanding and working relationships.