The challenge

Horizon Power, delivers electricity across some of the most remote and logistically complex parts of Western Australia. As the business grew, its corporate delivery function remained largely compliance-driven – tracking activity rather than enabling enterprise-wide planning and transformation.

When senior delivery leaders departed, Horizon faced a moment of risk and opportunity. Without strong integration into corporate strategy or the tools to prioritise, support, and assure delivery, the organisation lacked the visibility and confidence to guide future investment. Horizon engaged Rennie Advisory to review its delivery operating model and set a pathway to uplift capability, transparency, and performance.

Our solution

We designed a strategic delivery model that would shift Horizon from compliance and reporting toward enabling transformation through insight, agility, and alignment with strategic priorities.

• Discovery: Over 30 stakeholder interviews, document reviews, and process walkthroughs provided a clear understanding of Horizon’s delivery landscape — identifying strengths, pain points, and opportunities to better connect investment, planning, and execution.
• Benchmarking: Comparing Horizon’s delivery practices with sector and cross-industry peers revealed maturity gaps in integration, decision-making visibility, and delivery enablement.
• Future-state design: We developed a contemporary strategic delivery model aligned with Horizon’s planning and investment cycles. It featured streamlined governance, portfolio-level prioritisation, forward-looking performance metrics, and practical tools that supported delivery teams to execute with confidence.
• Implementation roadmap: Working with senior leaders, we co-designed a staged plan covering quick wins and foundational changes. This included role redefinition, leadership engagement, and communication strategies to embed new behaviours and ensure sustained adoption.

Our impact

A compliance-driven strategic delivery capability was repositioned as a value-adding enabler.

Horizon Power gained a clear, actionable roadmap to strengthen enterprise delivery and transform the way strategic programs are managed.

• The engagement repositioned a compliance-driven function into a strategic enabler of transformation and value.
  Horizon achieved greater visibility and transparency, giving executives real-time insight into portfolio risks, investment readiness, and delivery performance.
• Improved alignment between planning, investment, and execution accelerated decision-making in a complex, high-stakes environment.
• Delivery teams reported stronger ownership and collaboration, supported by practical tools and leadership endorsement.
• The new model set the foundation for more predictable outcomes and measurable value realisation across Horizon’s investment portfolio.

Key insights

• Strategy must lead delivery. Horizon’s delivery function had previously operated as a checkpoint rather than a catalyst. By linking delivery operations directly to corporate planning and investment cycles, it became part of the organisation’s strategic engine — helping shape outcomes instead of simply reporting on them.
• Enable delivery through governance, not despite it. Delivery success depends on balancing assurance with empowerment. By embedding practical resources, coaching, and tools, governance frameworks became value-adding rather than burdensome — lifting adoption and performance.
• Data drives transformation. Redesigning reporting to focus on forward-looking insights — such as investment readiness, portfolio risk, and delivery impact — turned static reports into strategic decision-support tools.
• Leadership engagement is essential. Early involvement of executives created alignment and advocacy, ensuring reforms were not technical exercises but business-led transformation initiatives that strengthened Horizon’s capability to deliver complex programs at scale.