Introduction
Established in 1995, our client stands as a prominent player in the energy sector, operating as a gas retailer and electricity generator with headquarters in Sydney, Australia. The company, privately owned by Hong Kong-based Chow Tai Fook Enterprises (CTFE), boasts a workforce of over 800 professionals spread across Australia and New Zealand. Specializing in the sale of electricity and gas, the company serves millions of customers in these regions. With a commitment to providing essential energy services, the company plays a pivotal role in the dynamic energy landscape. Over the years, it has established itself as a reliable and significant contributor to the energy infrastructure of Australia and New Zealand, contributing to the growth and sustainability of these vital sectors.
Challenge
Our client encountered challenges in the form of resistance from business partners when transitioning from established legacy models to a novel tool. The shift posed a significant change, prompting hesitation among stakeholders accustomed to the familiarity of the existing systems. Notably, the company confronted the need for meticulous day and half-hour level planning for each PowerGen turbine. Compounding the complexity, diverse budgeting models were in place for each Power Purchase Agreement (PPA), adding layers of intricacy to the overall planning process. Moreover, the development phase faced hurdles due to continual alterations in existing models and processes. These unexpected modifications introduced uncertainties and disruptions, underscoring the importance of a well-managed and adaptable approach to navigate the evolving landscape and successfully implement the new tool while addressing the concerns of all stakeholders involved.
