True transformation involves the entire company. To disrupt the experiences of customers and employees, you need foundational technology and stable platforms, agile development practices, new governance models, strong risk management and security, and new guidelines for HR and talent, to name a few.
Delivering this requires collaboration across a number of disciplines. We brought together talent across the EY organization, including technology, security, operations, tax, risk, innovation, culture and change, across the span of the utility, to help shift to a customer-first business model. Using wavespace enabled us to bridge departmental silos and take a broad approach to the multitude of organizational and operational issues that will be affected by the implementation of the new model, for example integrating security, with cloud solutions, new governance models and HR. It also freed executives to reimagine the future. As the utility’s Chief Customer & Innovation Officer said, “EY’s approach to innovation was a powerful way to immerse our executives into how innovation, technology and new ways of working could improve our customer and employee experiences.”
There’s a natural progression from agreeing a technology blueprint that will help enable this different future, and working through the technology and investment decisions required to make it happen. EY worked with the utility to create the digital platforms and toolsets needed to support new ways of working and new behaviors. This was in place by March 2020, when their new cloud-enabled infrastructure and tools put the utility in a good position to work through the immediate challenges of COVID-19.