JCP’sCollaborative Journey with National Grid (NG) - Working with the M1 Gas Alliance, the ElectricityAlliance West and North American Alliances to help them implement improvements in their organisations through collaborative working, enable them to manage the complexities of delivering high‑value electricity and gas refurbishment programmes effectively.

1. M1 Alliance: (NG & Amec, providing  gas pipeline renewals to towns  along the M1 corridor)

• A major culture change  programme over 3 years
• Working to breakdown  hierarchy and functional silos in a traditional sector that included NG  people who were “stuck” in the past.   Of particular note were the “Making a Contribution”  workshops; the outcome of which was people accepting more accountability and  responsibility.

2.Electricity Alliance West: (NG, Amec, Babcock & Mott MacDonald, responsible for major electricity transmission refurbishment in the West of England)

• Based on the success of the M1 Alliance, JCP was asked to work with this Alliance.
• This Alliance had major challenges in respect of the interfaces between, and the cultures of, the different companies involved.
• JCP designed and deployed a programme to develop an integrated team across the Alliance through breaking down company and functional silos and aligning people and goals.
• This involved around 300 people in workshops specifically designed to meet their needs from the leadership team to front line charge hands.

3.North American Alliances: (New York andNew England; North East Power Alliance & North East Alliance, responsible for gas pipeline & electricity transmission refurbishment)

We worked with the NG& the 2 Alliances Top Teams to develop their understanding of collaborative working and to develop a culture change programme which addressed the cultural challenges between the various companies and North American culture.  We rolled out Cultural Alignment workshops throughout New York and New England.

• Within 1 year, M1 Alliance became the top performing Gas Alliance
• EAW was the top performing NG  US Alliance
• Successful delivery against  very challenging targets
• The M1 Alliance became a role  model, visited by numerous other partnerships and alliances who were keen to  learn best practice
• Individual company’s best  practice implemented for the benefits of the Alliance
• People accepting  accountability and responsibility
• People became proactive in  implementing change
• Improved openness and trust  led to more focused, effective and less time-consuming meetings
• Cross company/functional  improvement teams implemented streamlined reporting systems, common  procedures and a shared finance system

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