A major Canadian utilities company partnered with ISG to validate its enterprise transformation roadmap and align stakeholders. The result was 40 - 50% percent immediate savings versus the original single-provider path, four market-fit provider options and a phased roadmap with a further 40- 50% operational savings potential over five to seven years.
Opportunity
A major Canadian utilities company wanted to modernize its enterprise functions and unlock greater operational efficiency. However, inconsistent processes across business units and differing stakeholder priorities were limiting transformation momentum.
The company’s initial roadmap relied heavily on a single-provider path and did not fully reflect the savings or transformation opportunities available in the market. Uncertainty around the future scope also made it difficult for leaders to align on the right operating model, sourcing approach and sequence of change.
ISG was engaged to validate the transformation roadmap, test the underlying business case and identify a practical path that could deliver near-term value while preserving options for a broader managed services transformation.
ISG applied market benchmarks to challenge the existing assumptions and assess whether the proposed roadmap represented a competitive and achievable outcome. This analysis identified opportunities to improve the commercial position, strengthen the transformation scope and create a more compelling case for leadership investment.
Imagining IT Differently
Rather than continue with a conventional request for proposal based on a scope that was still evolving, ISG recommended shifting to a request for solution. This gave potential providers greater flexibility to propose different delivery models, transformation approaches and commercial structures.
ISG assessed more than 10 providers and narrowed the field to four options that offered the strongest fit with the company’s requirements and transformation ambitions. The process introduced greater market tension while helping the client evaluate a broader range of capabilities and approaches.
The provider discussions were reframed around process design, standardization, AI opportunities and the sequencing required to support a sustainable transformation. This moved the conversation beyond a narrow sourcing exercise and created a clearer view of how the organization could improve operations over time.
ISG also worked with leaders to build alignment around a phased approach. The proposed path balanced the need for immediate savings with the organization’s readiness for change, giving stakeholders a practical way to move forward without requiring agreement on every element of the long-term model at the outset.
Future Made Possible
The market-tested process identified an opportunity to achieve immediate savings of 40 to 50 percent compared with the original single-provider path.
A partner was selected to support process design and identify opportunities for AI-enabled improvement.
The company established a phased transformation roadmap that creates a foundation for future managed services, greater scale and broader operational value.
The roadmap identified the potential for a further 40 to 50 percent in operational savings over a five-to-seven-year period.
ISG helped leadership move the transformation forward despite stakeholder misalignment, providing a clearer path to process standardization, automation and AI-enabled enterprise operations.
