Eneva creates a new business model from management efficiency to revenue

Objective’s design experts acted as facilitators in creating a business model for liquefied natural gas (LNG) sales.

Eneva is one of Brazil’s largest integrated energy operators. For ten years, the company has been involved in energy generation and natural gas production. Its pioneering spirit and presence in several Brazilian states have made Eneva one of the country’s most important energy companies.

New Horizons

Climate change has accelerated the global energy transition process. In this context, the replacement of fossil fuels with less polluting energy alternatives has gained traction in the market. As a pioneer in the natural gas sector, Eneva needed to embark on a new process: the sale of liquefied natural gas (LNG).

Their challenge was to structure a clear, unified, and intuitive business model for the complex process of selling and distributing LNG on a small scale. This commercial model needed to meet the mapped needs of management, operation, and billing.

Thus, mapping an end-to-end process, emphasizing conciseness and efficiency in the activities and tools involved, bringing visibility to governance.

The primary factor in Eneva’s decision-making in choosing a partner for this project was responsiveness. In this sense, Objective operated with one of its pillars, which is fast onboarding, to adjust deliveries to the client’s ideal deadline.

“Eneva needed a partner who was responsive and acted at the necessary speed to deliver this new product to the market; Objective was the company that stood out in this essential requirement for the company’s planning,” says Carlos Araujo, Product Owner of the project at Eneva.

The Specialist as Facilitator

The strategy used to build this new model was Discovery, a design process involving a set of activities, techniques, and frameworks to deeply understand the needs and problems regarding a service and to identify the necessary actions for the project’s objective.

This process was executed in four stages:

Stage 1: Discover (5 weeks)

Workshops and interviews were conducted with the 13 involved sectors. The objective in this stage was to define the process actors and map how the activities between them would connect to build the initial version of the blueprint.

Stage 2: Define (5 weeks)

Workshops with sectors to validate, improve, and finalize the blueprint.

Stage 3: Ideate (1 week)

Workshops with sectors to gather actions to put the mapped process into practice in a minimum viable process view.

Stage 4: Validate (1 week)

Validation of research, mapped process, and action prioritization with the business.

This study resulted in prioritizing the necessary activities and mapped opportunities to put the process into practice, through the pains, needs, and points of attention of those involved within the new process.

The biggest challenge of this journey was the need for a mindset change in the areas involved in the process. This was because they were departments that operated in a more bureaucratic manner. In this sense, the methodology employed by Objective’s specialists was decisive for the success of this initiative.

“The dynamics proposed by Objective were important to train the key users of each area to have the same type of thinking and mindset of thinking outside the box. People took on a more critical, questioning look. From these dynamics, it was possible to observe an expansion of the areas’ vision as a whole,” highlights Carlos Araujo, PO of the project at Eneva.

With the final delivery of the material produced by Objective’s UX Research specialists, Eneva’s process governance consumed the content to detail the business model of LNG commercialization.

Evolution through visibility

With the blueprint, 208 end-to-end activities for the liquefied natural gas sales process were identified. These mapped activities facilitated process visualization, communication between sectors, and the identification of opportunities to integrate and automate activities.

This unified guide provided an evolution in business management, as it simplified the gathering of tools, requirements, and responsible parties for the process to function. Additionally, it brought speed, efficiency, and clarity to operations.

The action plan for the development of the business model was created through the MoSCoW matrix, prioritizing 55 actions for the liquefied gas sales model to be put into practice. With this information, visually organized, unified, and detailed in subsequent stages, it will be possible to implement this new commercial model at Eneva in early 2024.

A successful partnership

Objective’s performance at Eneva was recognized and valued by all. From the impact on management to delivering value to the business, this partnership reaffirms one of Objective’s purposes, which is to bring fluidity and responsiveness to companies by solving complex challenges with quality and innovation.

“If you need a partner to help you structure and create a business model, I would recommend Objective. If it’s just to map a process, it’s not worth hiring them because their proposal delivers much more value,” concludes Carlos Araujo, Product Owner at Eneva.

Is your company looking for specialists to facilitate the creation of a new business model? Learn how Objective can help you on this path and bring greater efficiency, visibility, and security to your business expansion!