Want FREE Templates on Digital Transformation? Download our FREE compilation of 50+ slides. This is an exclusive promotion being run on LinkedIn.

Flevy Management Insights Case Study
Renewable Energy Efficiency Improvement Program

There are countless scenarios that require Target Operating Model. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Target Operating Model to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 6 minutes

Consider this scenario: The organization is a mid-sized player in the renewable energy sector, focusing on wind power.

Despite a favorable market environment, the company is grappling with suboptimal profit margins and a cumbersome operational model that has not evolved with the business's growth. With a recent expansion in their asset portfolio, they require a refined Target Operating Model that aligns with their strategic objectives, enhances operational efficiency, and reduces overhead costs.

In reviewing the organization's current challenges, it seems plausible that the root causes may stem from a misalignment between the organization's strategic goals and its operating model, a lack of standardization in operational processes, and perhaps an outdated technology stack that is not leveraging the latest efficiencies in energy management and predictive maintenance.


The methodology to revitalize the Target Operating Model will involve a comprehensive 5-phase approach, ensuring structured progress and measurable outcomes. This tried and tested process will help the organization realign its operations with strategic objectives, streamline processes, and harness technological advancements for improved efficiency and cost savings.

  1. Assessment & Alignment: We begin by assessing the current operating model and aligning it with the organization's strategic vision. Key questions will include: What are the strategic objectives, and how do they translate into operational requirements? Activities will include stakeholder interviews and a review of current processes, with an interim deliverable of an Alignment Report.
  2. Process Optimization: The second phase focuses on identifying process inefficiencies and standardization opportunities. We will analyze current workflows, identify bottlenecks, and propose a streamlined process design. Challenges often include resistance to change, which we will mitigate through stakeholder engagement and communication.
  3. Technology Enablement: Here, we evaluate the current technology stack and identify opportunities for digital transformation. Key questions revolve around the suitability of existing tech solutions and the potential for advanced analytics and automation. Potential insights include a roadmap for technology adoption with a focus on renewable energy management systems.
  4. Organizational Design: This phase examines the organizational structure and skill sets against the demands of the optimized operating model. We will determine if the current team composition and hierarchy support the new processes and technology, with a deliverable of a Proposed Organizational Structure document.
  5. Implementation & Change Management: The final phase involves the rollout of the new Target Operating Model, addressing the human aspect of change. Activities include training, communication, and support structures. Deliverables include a Change Management Plan and a detailed Implementation Timeline.

Learn more about Digital Transformation Change Management Target Operating Model

For effective implementation, take a look at these Target Operating Model best practices:

Mergers and Acquisitions (M&A): Target Operating Model (TOM) (32-slide PowerPoint deck)
Operating Model Strategy (110-slide PowerPoint deck)
How to Build a Target Operating Model (TOM) (35-slide PowerPoint deck)
End-to-end (E2E) Operating Model Transformation (30-slide PowerPoint deck)
Post-merger Integration (PMI): Target Operating Model (TOM) (38-slide PowerPoint deck)
View additional Target Operating Model best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Implementation Challenges & Considerations

The leadership team may wonder how the new operating model will integrate with existing systems and processes without disrupting ongoing operations. A phased implementation approach with clear milestones and change management support is crucial to ensure a smooth transition.

Another concern might be the sustainability of the changes. To address this, we will establish continuous improvement mechanisms and KPI monitoring to ensure the changes are ingrained and yield long-term benefits.

Lastly, the investment in technology and potential upskilling of the workforce may raise questions about the ROI. A cost-benefit analysis, coupled with a clear business case for each initiative, will be instrumental in addressing these concerns.

Expected business outcomes include a 15-20% reduction in operational costs, a 10% increase in asset utilization, and a marked improvement in workforce productivity. Additionally, there is the potential to enhance revenue streams by leveraging data analytics for better market positioning and customer engagement.

Potential challenges include resistance to change from the workforce, integration issues with existing technology, and the need for significant upskilling. Addressing these challenges will require a robust change management strategy and careful planning.

Learn more about Continuous Improvement Data Analytics Business Case

Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.

What you measure is what you get. Senior executives understand that their organization's measurement system strongly affects the behavior of managers and employees.
     – Robert S. Kaplan and David P. Norton (creators of the Balanced Scorecard)

  • Operational Cost Reduction: Tracks the decrease in operating expenses post-implementation.
  • Asset Utilization Rate: Measures the efficiency in using assets to generate revenue.
  • Employee Productivity Index: Evaluates the productivity improvements in the workforce.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Target Operating Model Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Target Operating Model. These resources below were developed by management consulting firms and Target Operating Model subject matter experts.


  • Alignment Report (PDF)
  • Streamlined Process Design (Visio)
  • Technology Roadmap (PowerPoint)
  • Proposed Organizational Structure (PDF)
  • Change Management Plan (MS Word)
  • Implementation Timeline (MS Project)

Explore more Target Operating Model deliverables

Case Studies

One notable case study involves a leading solar energy provider that restructured its Target Operating Model, resulting in a 25% cost reduction and a 30% increase in project deployment speed. Another case involves a wind farm operator who implemented advanced predictive maintenance technology, achieving a 20% decrease in maintenance costs and a 5% increase in energy output.

Explore additional related case studies

Additional Executive Insights

To ensure the success of the new Target Operating Model, it is critical to align the organization's culture with the desired changes. Culture acts as a multiplier of effort and can either accelerate or hinder the adoption of new processes and technologies. Fostering a culture that embraces continuous improvement, agility, and innovation is vital.

Moreover, leveraging Big Data and analytics can provide the organization with actionable insights to optimize operations further and predict market trends. A study by McKinsey found that companies that integrate analytics into their operations can realize cost improvements of up to 15%.

Lastly, the importance of sustainability in renewable energy cannot be overstated. A sustainable operating model not only ensures compliance with environmental regulations but also attracts investors and customers who are increasingly environmentally conscious.

Learn more about Big Data

Additional Resources Relevant to Target Operating Model

Here are additional best practices relevant to Target Operating Model from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced operational costs by 18% through streamlined processes and technology optimization.
  • Increased asset utilization by 12%, enhancing revenue generation capabilities.
  • Improved workforce productivity by 15% with the implementation of new organizational design and training programs.
  • Leveraged data analytics for market positioning, contributing to a 5% increase in customer engagement.
  • Established continuous improvement mechanisms, ensuring long-term sustainability of operational efficiencies.
  • Encountered and overcame resistance to change, integrating the new model with minimal disruption to ongoing operations.

The initiative to revitalize the Target Operating Model has been notably successful, achieving and in some areas exceeding the expected outcomes. The reduction in operational costs by 18% and the increase in asset utilization by 12% are particularly impactful, directly contributing to the improvement of profit margins. The 15% improvement in workforce productivity demonstrates the effectiveness of the new organizational design and the comprehensive training programs. The initiative's success is further underscored by the enhanced customer engagement, driven by strategic use of data analytics. However, the journey was not without its challenges, including resistance to change and integration issues, which were effectively managed through a robust change management strategy. Alternative strategies, such as a more aggressive technology adoption plan or a deeper focus on sustainability, might have further enhanced outcomes by capitalizing on market trends and investor interests.

For next steps, it is recommended to focus on deepening the integration of analytics and technology across all operational areas to continuously improve efficiency and market responsiveness. Expanding the scope of digital transformation to include emerging technologies such as AI and IoT could unlock additional value. Additionally, fostering a culture of innovation and sustainability will be crucial in maintaining a competitive edge. Continuous monitoring of KPIs and adjusting strategies based on real-time data will ensure the organization remains agile and responsive to market demands and opportunities.

Source: Renewable Energy Efficiency Improvement Program, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.

Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.

Read Customer Testimonials

Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.