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Sharing knowledge in a merged function at NGT

Merging operations


NGT was formed in October 2002 by a merger of National Grid, who own and operate the high voltage electricity transmission network in England and Wales, and Transco, the transporter of gas in Great Britain. The merged organisation is the largest investor-owned utility in the UK where it currently employs some 15,000 people. It is predominantly an engineering company, with a large operational workforce who are responsible for maintaining supplies. In addition there are significant numbers of support staff, including, for example, those working at call centres dealing with emergencies and customer enquiries.

Both the merged organisations were energy utilities operating in heavily regulated environments. However, there were considerable differences in business processes and also in culture. There was a major task of integration to be achieved and one area where this applied was NGT Transmission Finance, which is responsible for financial planning, controlling, reporting and decision support. This merged function now employs 70 staff, most of whom are qualified accountants.

There were differences in IT and financial systems at the time of the merger but more fundamentally, product differences between gas and electricity meant that the financial processes diverged. There was a need for both consolidation and integration and, urgently, for knowledge sharing.

Utilising shared learning


The approach used was based on the sharing of information through shared learning. It began during the summer of 2003 with the preparation of a detailed matrix listing the areas of technical knowledge and skills which applied to all parts of the merged finance function. This matrix went into considerable detail (for example: various types of management, financial and regulatory accounting, together with specific management capabilities, IT and system skill areas). A 'Top 12' of these technical training priorities and needs were identified. For each of these 12 categories the number of staff requiring training was identified and the importance to the business listed.

The matrix produced could have provided the basis for a useful, but traditional training plan. However, it was to become the foundation of an exercise which emphasised the importance of learning through shared information.

In part this decision was one of necessity. Taught courses were simply not available to remedy deficiencies in knowledge in activities that were intimately connected with NGT's business processes. However, the necessity of sharing this information was seen as an opportunity to build a new culture and develop teamwork and to emphasise the importance of learning. The heading to the matrix set out the philosophy of NGT Transmission Finance in the following terms:

'Real learning - becoming able to do something you couldn't do before - requires real experiences and reflection. 70% of learning comes from experience, 20% from coaching and feedback and 10% from workshops, books and e-learning. Our staff have systematically identified their technical needs and we need to meet them.'

Importantly, a subject matter expert, who was a current member of Transmission Finance staff, was designated for each of the technical training priorities and needs. These subject matter experts were charged with delivering learning lunches for the more urgent of these needs. They were required to prepare an outline, communicate and co-ordinate a one-hour training sessions, follow-up, evaluate and feedback information to allow the matrix to be updated. All those involved were offered train-the-trainer support.

The process continues to flourish and evolve. When a business process is changed the question is now asked what learning goes with the change - should a workshop be arranged? Learning sessions are 'swapped' with other directorates. The finance directorate run learning sessions for the legal team about business finances and they, in turn, reciprocate with sessions on license requirements, codes, statutory acts etc.

Continuing commitment to learning


According to Sue Lomas, the NGT Learning and Development Advisor who worked with Transmission Finance on the integration process, what was important was that an opportunity was created to build the sharing of experience into normal business activity. This was critical at the time of the merger, but will be retained because of its continuing benefits. There is strong ongoing support for individual learning in the company. There are 'learning curves', quiet areas with access to PCs, available at different locations in the Warwick Headquarters. There is a company commitment to e-learning and the amount of internally produced material is increasing. However, the process must be driven by the relationship between line managers and the individual employee. Transmission Finance has just designated a member of staff in each department to act as learning co-ordinators to encourage the process of sharing, but it is recognised that this must not diminish the responsibility of the key immediate parties to the learning process.
 
 
 
 
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