“You’re building the plane while flying it. That’s the energy transition. Change is constant, but the daily work can’t stop.”
When energy supply issues hit, it’s the teams in “Onderhoud en Storingen”, Alliander’s maintenance and fault-handling department, who respond. But behind the scenes, another transformation is taking place. One focused on how change itself is managed, understood, and embedded.
Petra Koopmans, interim change manager placed via SPRING TODAY, joined Alliander during a critical moment. The organization needed a consistent, strategic approach to managing change across the operational frontline.
With her unique background in strategic communication and leadership coaching, Petra was well-positioned to lead that effort. “I help companies change through strategy, communication, and coaching,” she says. “And at Alliander, I was able to bring all three together.”
What challenge was Alliander facing?
“Alliander is at the heart of the energy transition, and that brings an enormous wave of change. New systems, new ways of working, new expectations. But at the same time, the day-to-day work can’t stop. You can’t pause the energy network. So all those changes have to land in the organization without disrupting the people who are running it.”
Petra’s assignment was to set up a sustainable way of working around change management. Not just for one project, but as a capability. “It was about building a change cabaple organization that would help us manage all the changes coming at our teams.”
“Alliander is at the heart of the energy transition,
and that brings an enormous wave of change.”
How did you collaborate internally?
“I was part of the Change Team, working closely with consultants, analysts, and product owners. I started building a small change capability to ensure the right focus on the people side of change.
And of course, the regional and mid-level managers were key – especially team leads, who are often the real change agents on the ground.”
Where did you start?
“I started by listening. I joined existing meetings, shadowed technicians, and just observed. You pick up so much by being a ‘fly on the wall.’ From there, I shaped the assignment around three workstreams:
1. Gaining deep insight into the change portfolio
“We mapped all the changes impacting our teams: what they were, when they’d hit, and how big the impact would be. That gave us the foundation to prioritize and coordinate.”
2. Introducing a standard way of working for implementing change
“We implemented a structured approach, amongst others by using Prosci/ADKAR, but adapted it to Alliander’s reality. With so many changes happening simultaneously, we had to rethink traditional roles like sponsor and change lead. We built something that fits our context and not just the textbook”
3. Effectively engaging the target audience
“Not all changes reach the field effectively. We looked closely at what our end-users, technicians, team leads, actually need. What’s relevant for them? What language works? We created tools like a team journal, used personas, and organized everything to flow through one ‘front door. The ultimate goal was and is adoption: how to implement changes that stick.”
How did you ensure the approach stayed grounded?
“We worked with regional teams on a regular basis, providing them with the insights we’ve collected about the portfolio. The team traveled to our regional offices in Amsterdam, Leeuwarden, Alkmaar, Nijmegen.
Just being there is so powerful. Online doesn’t always work with this group. That local presence made it easier to have real conversations.”
What was your biggest challenge?
“One was realizing that what I was building, the change approach itself, was a major change. I came in to make change easier for the organization. However, in doing so, I was also introducing a whole new way of working. That wasn’t always easy for people to keep up with.
At times, I was already three steps ahead, thinking about big strategic structures, while teams were still trying to adjust to the basics. I had to remind myself to slow down, listen, and sometimes focus on practical steps that made their daily work easier. It taught me to adjust and stay close to the user perspective.”
How do you know when a change approach is ready to use?
“We worked with a ‘definition of done’ for each workstream. For example: we said 90% of upcoming changes should be visible, with clear impact analysis. Or that our ADKAR method needed to be introduced with clear role definitions. That structure helped us move forward without trying to perfect everything at once.”
“I had to remind myself to slow down, listen,
and sometimes focus on practical steps”
How did your communication background support you throughout this project?
“It helped me craft the narrative. Change might be a process, but it’s also a story. Who needs to hear what, when, and how? That’s core to strategic communication. I wasn’t doing execution, but I was very deliberate in messaging, stakeholder involvement, and connecting the dots.”
What impact did you see by the end?
“We have more insight into what’s coming and how it affects people. We’re more deliberate about how we communicate and implement changes. And we’re having better, more honest conversations about what the organization can handle.”
How did you experience working with SPRING TODAY?
“This was my first time working through an agency, and I really enjoyed it. Lisette was a great thought partner. We sparred about change absorption, measurement, you name it. It felt like a real collaboration. SPRING TODAY brings depth and care to the table, not just placement.”
Any final thoughts?
“Change isn’t something you roll out and hope it sticks. You have to design it with the people who live it, and make it relevant for them. That’s what we’ve tried to do at Alliander. And it’s a journey that’s only just begun.”
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