The Results of KEGOC's Organizational Health Index (OHI) Study

English

On Thursday, 19 May, KEGOC held a calibration session to define management practice targets. The session was attended by the Chairman of Management Board and participants of the OHI study.  This session has finalised the complex study to improve the Company's OHI. The study is based on McKinsey's methodology, and its purpose is to diagnose the organization's health and determine the future management model of the Company.

The study includes 37 management practices, 9 health elements and 3 models. In its practical part the study has queried the respondents with regard to these management practices grouped into health elements. The questions have been designed so that the answers would show "as is" and "as to be" picture according to the opinion of the personnel. To preserve the integrity the study covered 500 respondents in all three groups of stakeholders: the company's management, middle management and key employees.

According to the basic plan of the Transformation programme, the study began in February 2016 and included a theoretical part, such as outreach meetings, and the practical part, such as written questionnaires and personal interviews. The experts from the Change Management unit have completed a major and large-scale work to analyse the data and present the results to the company's management. The Company's branches also took and active part in the study with  the great assistance coming from the local change agents, who in March  2016 passed a two-day hands-on course on the activities they needed to complete as a part of this study. Thanks to the coordinated and holistic approach not only they were able in a very short time to present the methodology and objectives of the study to the local personnel, but also to process the results grouped by respondents and activities.

All the acquired data have been divided into the so-called streams (areas of activity): Executive administration (strategic planning, operating activities, corporate governance), MES Branches (electricity transmission, asset management), National Dispatch Centre and Regional Dispatch Centre (scheduling, balancing), Energoinform and its branches (information technology, telecommunications) and Financial Settlement Centre (renewables support). The Company, together with KPMG Tax and Advisory (Kazakhstan), the consultant, held a calibration session with regard to the streams. The representatives of the streams identified 10 priority management practices and targets to achieve within a calendar year. 

As a culmination of the extensive diagnostic, the calibration session presented to the Chairman and members of the Management Board of the Company the overview of the priority practices selected for 5 streams and their targets. The round table selected eight general and four specific priority management practices: two for the Executive Administration and other streams including targets for each area. However, the improvement of the Company's OHI does not end there. The results will be used as an input for a competence model and operating model of the Company. To achieve them the Company plans to develop a detailed plan for the whole year and, in the end, assess its success by repeating the study.