Background
A major public utility serving over a million customers in a high-cost, high-demand region was under pressure. Years of service issues had eroded public trust, while a hybrid management model created confusion and slowed decision-making. With rising capital needs, regulatory scrutiny, and a growing portfolio of strategic initiatives, the organization needed a better way to manage performance, align strategy, and deliver results.
At a Glance
What Mattered Most
Launch a centralized function to drive strategy, performance, and a project management culture. Streamlining reporting, improving executive visibility, and embedding OKR-based alignment and business operating rhythm.
Stand up a centralized office to align strategic initiatives, streamline performance reporting, and establish structured planning rhythms that support senior leadership and enable long-term governance success.
What We Noticed
Staff embraced OKRs and project management rhythms, but execution demands outpaced experience. Without centralized authority, momentum stalled and activities became reactive.
What Changed
redesign
Reduction in
workplans via
portfolio
rationalization
interviewed and hired
workshops held
with SLT
redesigned or updated
Reduction in
workplans via
portfolio
rationalization
strategy, performance, &
delivery culture
delivered on
workplan lifecycle
& business rhythm
Smartsheet and
Power BI for
enterprise reporting
engaged in
cross-functional
governance
Challenge
The CEO and COO realized the organization required centralized governance and orchestration of strategic workplans, core operations, and the creation of data-intensive board reports. Workplan progress was fragmented, reporting was inconsistent, and critical activities or risk were addressed at the last minute. The organization a transformation — not just in tools, but in mindset. Previous attempts at tool adjustments had simply injected features that created additional user discomfort.
Solution
RW King partnered with the utility to design and launch a new Enterprise Performance & Program Management Office (EPPMO), serving as the interim lead during its critical first year.
- Designed the EPPMO structure, roles, and governance model.
- Developed and administered executive update processes and reporting
- Created dashboards and tools for tracking strategic workplans, initiatives and operational performance.
- Led change management: stakeholder engagement, coaching, and adoption across senior leadership teams
- Drove annual workplan ideation, planning, and launch
- Rationalized and prioritized workplans, reducing noise, overlaps and focusing execution
- Redesigned artifacts based upon end user feedback and feature requests
- Developed and implemented Talen Management plan: Managed selection and onboarding of key full-time staff
- Provided best practice program support to mission critical initiatives, workplans, crucial activities.
Outcome
The launch of the EPPMO was a turning point. What began as a fragmented set of initiatives became a coordinated, data-driven engine for strategy execution and operations.
- Centralized governance and reporting: Improved decision-making and strategic visibility for the CEO and board through unified dashboards and reporting
- Rationalized and prioritized workplans, reduced noise and focused execution on strategic priorities
- Centralized governance and reporting, aligning all strategic initiatives under one framework
- Improved decision-making through structured executive updates
- Streamlined operations, reducing manual reporting and giving staff time back for higher-value work
- Improved stakeholder engagement, reducing resistance and increasing initiative success rates.
Conclusion
This engagement reshaped how the organization thinks about strategy, performance, and accountability. By promoting a culture of execution, the EPPMO became a strategic asset that drives results.
