Transition with big change

The Belgian energy market today is confronted with an ever faster evolution of technology which has an impact on the way the current market functions. In order to develop the value that this technology can bring, we need a flexible federal platform that can support the new market processes, facilitate the exchange of information between the various actors in the market and is able to gradually support new processes in the market. The current implementation of the federal platform enables us to bring the current market processes in line with the new possibilities that smart meters offer us.

Eandis, the largest distribution system operator in Flanders, like all actors in the energy market, needs to make the transition to the federal clearing house and the new market processes. To complete this transition successfully, Eandis counts on the services of LAVA.

The term ‘transition’ is often to be found in the context of a project approach. We talk about Transition when a company changes its way of working structurally. Sounds logical. The change in the way of working in the market must be reflected in the internal processes of Eandis and the implementation of a new ‘Clearing House’ (data exchange platform) has major consequences for the internal IT landscape of the distribution system operator. We can therefore speak about a structural change in the way Eandis is working.

A change like this is being prepared precisely, with a detailed project plan and clear roles and responsibilities for everyone who is closely involved. The project leaders also provide a Transition phase that accurately and meticulously maps out the exact transition. This phase is crucial for the success of the change.

A Transition phase within a project contains three periods:

  • Completing the existing way of working
  • The transition itself
  • Starting up the new way of working.

Each of these three periods has its own complex needs: involvement of the people (internal and external), mapping of the impacted processes, informing suppliers and adjusting their role and responsibility, etc. Each of these needs is then translated per period in an action-oriented approach. This leads gradually to a transition scenario which contains a precise overview of who executes the tasks and when the actions will take place, from minute to minute. The actions are about communication, IT, business tasks, decision moments, etc.

LAVA supports Eandis during this period. Our experience with the execution of complex transitions, our structural approach and our thorough market knowledge of both the current market forces (MIG 4) and the new market forces (MIG6) make us an ideal partner for Eandis. Together with the Eandis teams we are responsible for the smooth running of the transition period. We limit the risks that such a transition entails and ensure broadly supported and pragmatic solutions within Eandis, with minimal impact on the end customer.

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LAVA revises Schréder’s IT Strategy

Schréder is a global prime provider of cost-effective lighting solutions for safe, comfortable and sustainable environments. With its Belgian roots, Schréder is a group of 48 companies worldwide, with over 2,600 people, all passionate about light and innovation. With its expertise in design and development of outdoor lighting solutions, Schréder wants to contribute to the well-being of communities anywhere in the world.

Today, Schréder is taking up the tremendous challenge to shift from a product based company to a solutions partner. Products evolve: Schréder now provides energy efficiency and markets evolve towards smart lighting.

This change in strategic positioning has impact on just any fiber in the company. One of these fibers is IT. IT should even be more aligned with Business, or be part of the Business. The internal application landscape needs to be made future proof. As well as the IT architecture. To name just a few aspects.

In order to design the future global IT strategy to fully support Schréder’s changing business model, Schréder asked LAVA to revise its ICT Strategy.

From the start a team of business and IT senior representatives was set up of for going through an IT strategy review and approval process.

LAVA started off with interviewing C-level management to get a helicopter view of Schréder’s business drivers and future market challenges. LAVA got insights on how Schréder will adapt its business model to face these challenges. This was the basis to draft a new target IT Strategy, aligned with business.

LAVA assessed the capabilities of the current application landscape and IT infrastructure and designed a target landscape and architecture, with the right priorities and associated roadmap for implementation, in agreement with C-level management.

The required IT governance and Business/IT organizational interaction has been worked out.

The team got approval from the Board to implement the target IT strategy.

Carine Couls – Chief Transformation Officer at Schréder commented “It was a real pleasure working with the team of LAVA. The LAVA team was really interested in our company, our sector, our challenges and our opportunities. In a very short timeframe they were able to understand our business drivers. This ability especially together with their strong expertise has led to a good IT strategic plan. Very professional!”

Working jointly with Schréder has been very enriching and rewarding for LAVA. The project was challenging, with a global scope and impact, and right in the context of smart lighting and energy. A crossroads where we like to be challenged.

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