Client Industries and Qualifications
AI, THE VUCA FRAMEWORK, AND INDUSTRY 4.0 ARE ACCELERATING THE VELOCITY OF CHANGE ACROSS ALL INDUSTRIES
To keep pace with the velocity of change, organizations must stay informed and train their workforces accordingly. Nimble enables clients to navigate transformation with confidence by providing timely information, fostering mindset shifts, and delivering targeted training. We are well-positioned to support clients facing emerging challenges:
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VUCA refers to volatility, uncertainty, complexity, and ambiguity, all of which currently shape and will continue to influence organizational conditions.
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Industry 4.0 is our current stage in the Evolution of industry, which includes greater data and connectivity, analytics, human-machine interaction, and advances in robotics. This is a time when the physical and digital worlds are merging.
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Artificial intelligence (AI) demands that our workforce continuously upgrade their skills and adapt to human-machine collaboration.
As organizations navigate an era where “computational power [is] doubling every seven months,” knowledge work is evolving at an unprecedented pace. — RBC Capital Markets.
Strategic AI adoption: By leveraging AI, project teams and enterprise-wide initiatives use resources more efficiently. However, successful AI adoption means more than using tools—it requires equipping employees to think critically and guide AI effectively, as generative models can be inaccurate. This type of thoughtful workforce enablement is at the core of Nimble's approach. Nimble offers a human-centered approach that combines change readiness, leadership development, coaching, and AI-enabled workforce strategies.
NIMBLE IS A TRUSTED PARTNER BECAUSE OF OUR EXPERTISE, AGILITY, AND ABILITY TO KEEP CLIENTS AHEAD OF CHANGE.
Project Qualifications
DIGITAL TRANSFORMATION QUALIFICATIONS
Utility and GIS (Geographic Information System) experience
Nimble’s GIS technology expertise won us a top spot in a multi-year enterprise GIS effort for the largest investor-owned utility in the U.S. We align technology, people, and processes to drive operational resilience, scalability, and measurable business value. One significant change is moving users from siloed, separate GIS data models to a unified GIS Data Model and Platform.
GIS Qualification #1:- Esri Utility Network Transformation and SAP S/4 Hana
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Nimble Role: One of the trusted vendors supporting a multi-year SAP S/4 HANA and Esri GIS Utility Network transformation for a leading U.S. utility.
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Change: Transition to Esri Utility Network and SAP S/4HANA through phased GIS integration.
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GIS users: 10,000+ across Gas, Electric, Fiber, Telecom, Power Generation, and Land.
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Nimble Team: Leads for Strategy, Training, Communications, and Command Center.
Additional Qualifications for GIS utility sector
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Technical Change: Transition from AutoCAD to Esri ArcMap with combined data models for Electric, Gas, Power Generation, and Telecom.
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People Change: Trained users to adopt Esri GIS workflows and standards, improving mapping practices for mappers and downstream users. Engaged influencers and stakeholders to validate data accuracy and ensure system performance in diverse geographic environments across the utility’s vast territory.
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GIS users: 5000+ across Editor, Viewer, and Mobile users
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Nimble Team: Training, Change, and Communications Leads, Change Consultant
GIS Qualification #2: Gas Distribution GIS Deployment
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Technical Change: Editors required advanced GIS training to manage requests and stakeholder needs. Mappers remained current with Esri releases.
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People Change: Upskilled mappers and editors to address technical requests, independently resolve common GIS issues, support stakeholder needs, and streamline backend processes, resulting in more efficient operations and quicker problem resolution.
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GIS users: Editor, Viewer, and Mobile users (5000+ people)
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Nimble Team: Change Lead, GIS Training Lead
GIS Qualification #4: Advanced GIS training
GIS Qualification #3: As-Built Records Project
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Change: Scanned all Gas Distribution As-Built records into Documentum as searchable PDFs for GIS users.
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People Change: Removed reliance on paper records, involved key users in verifying the accuracy of scanned as-builts, and customized system access for user groups. These changes streamlined workflows and made information retrieval faster and more reliable for all GIS users.
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GIS Users: 7000+ Editor, Viewer, and Mobile users across multiple applications
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Nimble Team: Training, Change, and Communications Leads, Change Consultant
GIS Qualification #5: Electronic Leak Survey (SAP, GIS, mobile Apps)
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Change: Digitized leak survey maps and deployed GIS on iPads.
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People Change: Transitioned users to digital maps and forms, ensuring surveyors and related roles could work more efficiently in the field. Proactively engaged influencers and stakeholders to confirm data accuracy and optimal system performance, enhancing user confidence and operational reliability across the utility’s territory.
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GIS users: Leak Surveyors, Clerks, Supervisors (1000+ users)
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Nimble Team: Change Lead, GIS Training Lead
Nimble’s Organizational Transformation expertise is demonstrated in the launch of the smart meter organization for one of the largest utilities in the U.S.
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Hardware and Software Change: SmartMeter™ introduced advanced technology, deploying over 10 million meters to enhance utility monitoring and enable new Time-of-Use rate plans, delivering measurable value to both the utility and customers.
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People Change: Customers benefited from deeper insight into their energy usage and billing. A new SmartMeter organization was established, with a union workforce comprehensively trained to provide technological, process, and customer service support, amplifying operational excellence.
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Leadership Change: To ensure smooth integration, a new Director was appointed to oversee the merged IT, Engineering, and Operations teams, which were centralized in a new command center. This leadership step established a foundation for ongoing organizational improvements.
SMART METER ORGANIZATIONAL LAUNCH
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Change: The new CIO reorganized IT to prioritize customer focus and drive high performance, equipping the team with enhanced skills and capabilities. Major IT functions and direct reports were realigned to ensure clarity in roles and accountability, supporting a culture of excellence.
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People Change: As new organizational functions were defined, roles were systematically posted and filled. Change Management provided weekly progress updates, prepared leaders through targeted activities, and designed onboarding programs to ensure new hires quickly adapted and contributed to success.
IT REORGANIZATION
Nimble’s utility sector experience positioned us to be an early adopter of emerging technologies in support of our clients. This is demonstrated by our Innovation and Emerging Technology Qualifications:
STREETLIGHTS IOT (INTERNET OF THINGS) STRATEGY
Strategy to optimize streetlight assets, leveraging emerging technology such as IoT and new business models for Streetlights asset owner at a public utility.
MACHINE LEARNING AND BLOCKCHAIN POC
Proof of concept (POC) to apply machine learning and blockchain to trace materials information end-to-end for a utility, distribution vendor and materials manufacturer.
ROBOTIC PROCESS AUTOMATION (RPA)
Strategy to further scale the use of Robotic Process Automation (RPA) for a public utility.
“Nimble Consulting was instrumental in the success of our GIS deployment program. Their attention to detail and never-ending approach to understanding the end user pain points was critical to the adoption of the new system. Nimble was able to supply very talented individuals that took the time to understand the business and how they could positively impact it.”
— SENIOR DIRECTOR, PG&E
“Our technology deployment was a major success and Nimble Consulting was an integral piece of the project. The prevailing open communication and sharing of information between the various groups was simply amazing. As I have stated previously, had it not been for the zealous work ethic and dedication of Nimble and the change management end products, our team would not have hit the road in the right gear and would not have survived the many shifts without damaging or stripping the gear box.”
— GAS SUBJECT MATTER EXPERT, PG&E