Utilities
Asset decisions stall when portfolio, field and system information disagree or ownership is unclear.
Business architecture · Systems, data & AI · Programme deliveryWorking in your context.
Explore how systems, responsibilities and delivery dependencies can affect change in these sectors.
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An illustrative working region
Utilities
Asset decisions stall when portfolio, field and system information disagree or ownership is unclear.
Relevant support
View how the work connectsIllustrative scenario; not a client site or system design.
Telecommunications
Network change crosses operations, systems and delivery teams; unowned dependencies delay release.
Systems, data & AI · Programme delivery · Change & adoptionConstruction
Physical completion is not operational readiness; information, responsibilities, learning and support must hand over too.
Programme delivery · Change & adoption · Business architectureGovernment
Policy becomes service change only when process, information, decision rights and frontline roles align.
Business architecture · Change & adoption · Systems, data & AIDefence
A new capability is not ready for service until support, maintenance information, responsibilities and workforce readiness are in place.
Business architecture · Programme delivery · Change & adoptionThe regional scene is illustrative and does not depict client sites or actual dependencies.
How the work connects.
A simplified operating view of the choices, systems, delivery and people involved in change.
Turn strategy into an operating model.
Start with the outcome the organisation must achieve. Define the capabilities and value flow required, then make roles, decision rights and information needs explicit so leaders can choose a target model and change priorities.
- Capability and value-flow model
- Roles, decision rights and information needs
- Target operating model and roadmap
Decisions reach beyond the plan.
That wider context shapes how decisions, information and delivery need to work together.
Decisions people can act on.
Agree what needs to change and give the people doing the work a clear basis for action.
Business priorities → informed choices
Information teams can use.
Establish what people need to know, where that information comes from and who keeps it accurate.
Information and ownership → usable systems
Ready for operational use.
Work through support, training and responsibilities with the people who will run the service.
Coordinated delivery → prepared people
Independent advice. Direct accountability.
Senior attention throughout the engagement. Effigy Group is an independent advisory firm led by Douglas Costello.
Douglas CostelloDirector · Effigy Group
Three questions guide the work:
What must the organisation achieve?
Agree the objective, why it matters and how success will be assessed.
What must change in how it operates?
Establish what people, systems, information and responsibilities need to support, and where current arrangements fall short.
How will we deliver and sustain that change?
Set the sequence, assign ownership and coordinate delivery, readiness and ongoing support. Check operational performance against the original objective.
Each engagement starts with an agreed scope and intended result, clear responsibilities and regular reviews. Where specialist expertise is needed, Effigy Group brings in the appropriate capability.
Discuss your priorities ↗Perspectives on change
Illustrative situations show the kinds of concerns that can surface during complex change.
Illustrative perspective
“We left knowing who was responsible and which decisions were ours to make. That was what we needed.”Maya BennettService Transformation Manager · Marlowe Civic Services
Illustrative perspective
“Our operations people could see things the system requirements hadn’t picked up. Effigy Group made room for those conversations and followed the details through. I felt much more confident about what we were asking the technology team to build.”Daniel ChenBusiness Systems Lead · Westhaven Energy
Illustrative perspective
“Having the dependencies in front of us changed the programme meeting. We could spend the time making decisions.”Priya NolanProgramme Director · Fieldspan Networks
Illustrative perspective
“I appreciated being asked how the new process would affect an ordinary working day. Our supervisors had questions about training, cover and where to get support. Those concerns went into the plan, and we had a chance to try the process before it became part of the job.”Samira WalshOperations Manager · Kingswell Project Services
Illustrative perspective
“We chose one AI idea to test. The useful part was being clear about the information it needed and what we wanted to learn before taking it further.”Oliver RahmanHead of Business Improvement · Sableline Services
Illustrative perspective
“For me, the value was a plan I could explain and a set of commitments our teams could stand behind.”Elise MorganPortfolio Delivery Lead · Arbor Vale Utilities
Illustrative perspective
“Effigy Group kept bringing the handover discussion back to the people who would run the service. We worked through the support arrangements and who would maintain the information. By the readiness review, our operations team had a proper say in the decision.”Nathan RaoTransition Manager · Helmsford Capability Services
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Illustrative examples. Names, organisations and comments are fictional and are not client endorsements.
What needs to work better?
Tell us what needs to change, where progress is getting stuck and who is involved. The first conversation is to understand the issue and discuss whether Effigy Group can help. You do not need a finished brief.