This page contains a Flash digital edition of a book.
BUSINESS DEVELOPMENT


EQUIPMENT


The pads and the helmet are the visible equipment, but this category also includes the technical support instruments of the job. For the American footballer this must surely include the playbook.


This is the document that specifies what each player’s task is for the given team play. Each offensive play is designed to manoeuvre the defensive players in such a way as to create space for a runner to make yards, or for a receiver to find free space to catch a pass.


THE COMMERCIAL WORLD In the commercial world things are very much the same. Everyone in the team must have knowledge of, and commitment to, the strategic goal. With this the critical success factors can be identified, and the required competence(s) of the organisation can be built. In the case of an O&M team the cascade to competence might be...


• Strategic Goal – to contribute in every way possible to the supply chain achievement of a levelised cost of energy of £100/MwH by 2020


• Critical Success Factor – to minimise the time and cost of maintaining offshore turbine installations


COMPETENCE 1


Remote monitoring of turbine equipment


• Expertise – systems development • Equipment – state of the art communications, monitoring tools & test facilities


• Environment – access to all relevant knowledge & freedom to fail and learn in pursuit of innovation


COMPETENCE 2 Faultless on-site service performance ENVIRONMENT


Every player has their own job to do, but success depends on everyone doing their job perfectly….together.


The environment of their workplace has to be one of trust and consistent co- ordination. If one player moves too soon or too far then he exposes the team to the penetration of the opposition and, quite possibly, to the injury of a team-mate. The creation of this environment is the task of the coaching team and will be dependent on a philosophy of dedication to practice. The strategic goal of the team must be to finish the season on top. Their critical success factor (CSF) is to keep the team together, maintaining the highest level of performance by ensuring that the three constituents are kept at an equal level of provision.


• Expertise – faultless recognition of service need – methodical and thorough service execution


• Equipment – complete set of tools & materials maintained to the highest standard – everything to ensure shortest time between recognition of need & execution of maintenance


• Environment – safest possible working environment, continuous improvement of service capability and constant readiness and support


I don’t imagine that this list is all that a professional O&M team could detail as the competences that could contribute the most to the achievement of the strategic goal, but I hope that it has illustrated the process and provoked some thought.


There are few teams that have the resources to invest in everything, but every team has the resources to properly identify the critical investment needs to deliver world class performance in their chosen field.


So, we are at the stage where you need to answer the three questions..


1 Do you have knowledge of and commitment to the strategic goals of your organisation?


2 If so, have you, as a team, identified the CSFs i.e. the factors critical to the successful achievement of those goals?


3 And has that CSF identification enabled you to specify the


organisational competence(s) that your team needs to perfect?


If you have answered ‘Yes’ to these three questions then, I guess, you are hard at work to enjoy the delivery of world class competitive performance.


If you haven’t answered ‘Yes’ then go back to Question 1 and work out what success it is that you want to create. Without that you will have no chance, as a team, to make it happen. It sounds simple doesn’t it? But, the majority of teams that I talk to for the first time are not able to answer ‘Yes’ to question 1.


One of the biggest challenges to companies caught in the upsurge of renewable energy supply chain activity is to withstand the temptation that will be put in the way of their staff to leave and join one of the ‘new teams in town’.


The companies that have already secured the commitment of every one of their team members to the strategic goals of the organisation will be the ones who will be best placed to meet this challenge and succeed, no matter who has arrived in town. Make sure that you are one of those.


‘Competence’ is just one of the workshops staged by Renewables Network Ltd to help SMEs to earn their place in the renewable energy supply chain.


John Britton BCG Bridgepoint


www.bcg-bridgepoint.co.uk Renewables Network


www.renewablesnetwork.co.uk


www.windenergynetwork.co.uk


21


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108