Supercharging Shell Recharge Solutions

The client, a leading provider of EV charging solutions, had set ambitious growth targets to double their chargepoint footprint across Europe. However, their ability to scale was hindered by significant operational and structural challenges, particularly following their acquisition by a larger organisation.

The company struggled with persistent Covid-19 related supply chain disruptions, including a global microchip shortage, which led to customer wait times exceeding 12 months. These delays were compounded by a growing imbalance between demand and capacity, making it difficult to meet market needs.

Post-acquisition, the client faced additional pressure to integrate systems, processes, and branding while simultaneously aiming for its rapid growth targets. However, the cultural clash between the innovative, fast-paced startup and the more traditional, conservative parent company created internal tensions. Leadership was still evolving, with a mix of new and legacy team members, which had slowed decision-making and alignment.

Structural changes also introduced new challenges. Cross-functional teams — which had previously enabled customer-centric service delivery — were replaced by specialist teams focused on individual areas. This shift resulted in fragmented workflows, less collaboration, and a diminished focus on customer outcomes.

Set against this backdrop and with these challenges to face, the company decided to address both cultural and operational gaps to achieve its ambitious growth objectives and better serve its customers.

To address the challenges, the client launched a comprehensive transformation programme, supported by Adaptavis, focused on improving collaboration, customer-centricity, and operational efficiency.

In December 2021, a core team made up of key people from various business functions was formed to lead the At Home Value Stream. With support from Adaptavis consultants, the team received hands-on coaching and experiential training to drive the transformation. This effort was sponsored by the leadership team, ensuring the core team could focus on change initiatives without distractions.

The team adopted a continuous learning culture, introducing initiatives such as a "buddies" system to promote collaboration and work-in-progress (WIP) limits to improve delivery. A customer-centric approach was embedded through the use of fitness criteria and KPIs to measure success from the customer's perspective. Tools like NPS and a customer dashboard helped track key metrics, and OKRs ensured strategic goals were connected to daily execution.

To improve decision-making and prioritisation, the team adopted lean portfolio management, using Cost of Delay (CD3) to rank initiatives based on business impact. This approach helped the client reduce delays, align work to strategic goals, and improve overall efficiency.