A large energy provider operating multiple utility companies was in the midst of a significant modernization effort, implementing a new Advanced Distribution Management System (ADMS) while working to bring greater consistency across two historically separate organizations. Each utility had developed its own technologies, operating practices, and organizational structures over time, creating challenges around coordination, visibility, and operational alignment.
The ADMS implementation presented an opportunity to establish a more unified approach, but the organization also faced limited training capacity, evolving job responsibilities, and several concurrent change initiatives. To navigate this complexity and support long-term operational success, the utility engaged Mosaic to provide both advisory services and workforce training expertise.
Support a successful ADMS implementation while aligning processes, roles, and workforce development across multiple operating companies.
While both operating companies shared common goals, their operational needs and existing practices differed significantly. Successfully implementing the ADMS required creating consistency where it mattered while still accommodating the unique requirements of each organization.
At the same time, new control center roles were being introduced, creating an immediate need for clearly defined responsibilities, qualification requirements, and training pathways. Without a structured approach, the utility risked inconsistent adoption of the new technology and uneven operator preparedness across regions.
Mosaic partnered with the utility as both a strategic advisor and training provider throughout the ADMS rollout. Working closely with utility leadership, operational teams, and technology vendors, Mosaic facilitated operational readiness discussions, helped define future-state business processes, and provided industry best practices to support organizational alignment.
To prepare employees for new ways of working, Mosaic developed role-based Operator Qualification (OQ) programs tailored to each operating company, covering roles such as Grid Coordinators, Associate Distribution Operators (ADOs), and Distribution System Operators (DSOs). The team also completed a comprehensive Job Task Analysis (JTA), establishing a common foundation for role expectations, training requirements, and performance standards. By combining customized learning pathways with organizational alignment efforts, Mosaic helped transform a major technology deployment into an opportunity for workforce development and operational improvement.
The utility now has a stronger foundation for standardized operations, role development, and future modernization initiatives. Clear expectations, tailored training, and improved alignment have positioned the organization for long-term success.
