The challenge 

Shaping the organisations priorities and actions for the year ahead 

EnergyCo sought a partner to help shape its FY26 Corporate Strategy, ensuring its priorities and actions for the year ahead supported achievement of its long term targets and legislated obligations. It also required support to develop a strategic planning framework that will enable it to undertake strategic planning in a structured way in future years. 

Our solution 

Prioritising what matters most 

Our approach started with a scan of the key challenges and opportunities facing EnergyCo – both external and internal. This involved a series of stakeholder interviews with the Executive Leadership Team (ELT) and Project Directors, and a rapid review of performance information and project learnings. A series of “strategic options and choices” workshops were then held with both the ELT and with the Board, to identify both current and potential strategic initiatives to address or respond to those key challenges and opportunities. Strategic actions were then prioritised using a framework that assessed importance and urgency, ensuring EnergyCo focuses on the most critical actions. This also included development of an Objectives and Key Results (OKR) framework to establish clear outcomes being targeted, with prioritised actions being incorporated into business plans to drive implementation.  

Drawing on lessons from EnergyCo’s strategic planning process and experience with other organisations, Rennie also worked with EnergyCo to define a fit-for-purpose strategic planning framework that enables it to undertake strategic planning effectively and efficiently as the organisation continues to evolve. 

Our impact 

A corporate strategy, shaped by internal stakeholders, that unifies EnergyCo towards its desired strategic outcomes 

Together with EnergyCo’s Executive Leadership Team and Board, we set clear strategic outcomes and achievable commitments for FY26. Extensive consultations and workshops secured stakeholder buy-in to drive successful execution. 

We also established a quarterly ELT Strategic Governance Forum to monitor progress and introduced a strategic planning framework to guide ongoing planning and delivery. 

Key insights/Lessons learned 

• Engagement drives alignment – Involvement of the ELT and Board from the outset through a series of interviews and workshops ensured buy-in, reduced rework and strengthened EnergyCo’s commitment to the strategy. 

• Focusing on the vital few – With a long list of potential initiatives that EnergyCo could focus on, but with limited resources available, it was essential to be ruthless in prioritising the small number of most critical strategic initiatives. 

• Linking strategy to business planning is essential – Embedding prioritised actions into the business plan ensured the strategy moved beyond PowerPoint slides and into real-world execution across the organisation. 

“That was one of the most excellent facilitations of strategy development we’ve had and the Board was very engaged … most consultants come in and talk at you, this felt very collaborative” 

– Executive Director, Strategy and Policy