Pain

Urban Utilities faced a complex and high-stakes challenge in preparing to transition to its new NG4D operating model. The change required structural and governance reform alongside coordination across multiple delivery partners, legacy arrangements, and internal teams. Early engagement highlighted fragmented communication, unclear expectations, inconsistent processes, and limited visibility across roles, risks, and dependencies. Stakeholders were uncertain about how the transition would operate in practice, how information would flow, and how knowledge would be preserved during handover. Cultural misalignment, siloed behaviours, and varying levels of readiness across contractors and internal teams added further delivery pressure. Urban Utilities recognised the need to strengthen structure, clarity, and alignment to support a smooth and coordinated transition.

Solution

Struber is delivering a structured transition management program to bring clarity, governance discipline and cultural alignment to the NG4D change. The program is centred on the development and progressive refinement of a comprehensive Transition Plan aligned to the eight-month delivery horizon, supported by Struber’s seven-step transition methodology. The team is facilitating interviews, workshops and co-design sessions to surface risks, clarify expectations and build shared understanding across partners and internal leaders. Governance tools including RAID logs, asset and IP transfer registers, onboarding frameworks and real-time dashboards are being established to maintain continuity and strengthen oversight. In parallel, Struber is designing and leading culture-building initiatives such as the Culture Charter process, engagement toolkits and structured communication rhythms to embed consistent behaviours and “one team” ways of working. Through embedded support and disciplined reporting cadences, Struber is acting as an extension of the Urban Utilities team to maintain momentum and coordination throughout the transition.

Result

The program is already strengthening Urban Utilities’ readiness and confidence as the transition to NG4D progresses. Greater visibility across milestones, risks and interdependencies is emerging through structured planning and governance processes. Stakeholder alignment is improving as workshops, reporting rhythms and shared tools reduce uncertainty and clarify expectations. Early culture alignment activities are beginning to establish a common behavioural foundation across internal teams and delivery partners, supporting a more unified delivery model. As the program continues, Urban Utilities is moving toward a more coordinated, transparent and future-focused transition environment that supports operational continuity and a cohesive delivery culture.