The most significant change was the division's move from a hierarchical structure to a team-based organization. A vision of continuous improvement also led the utility to adopt workforce flexibility and skill-based compensation, unattended plant operation, and technology as strategies to achieve their goal. Overhauling established practices and procedures was a long and sometimes difficult process. Old management cultures and styles persisted, and employees feared what an unknown organizational environment would cost them in terms of jobs and authority. CSU was able to overcome these problems by involving employees in all aspects of the process from the start and by keeping lines of communication open.
Utilities can stay ahead of increased demands only by becoming competitive.
Getting and staying competitive involves making changes as they are needed. Changes of this magnitude can be overwhelming for a large water utility, but with careful planning, good communication, and employee involvement, change can lead to a stronger, more efficient workforce.