恩布里奇：新工作方式

恩布里奇（Enbridge）曾经并且将继续是这种变化的一部分：我们对天然气的多元化，对风和太阳能的投资以及我们涉及可再生天然气和氢的活动使我们处于能源过渡的前沿。

Beneath these visible changes a more profound adaption is underway, one that is making changes in the way we work and that will help to ensure ever greater value for our customers, shareholders, and stakeholders alike. Some of these changes are required to enable a focus on innovation, and some flow naturally from the innovative thinking this focus seeks to inspire in our team.

“创新心态”

它始于培养创新的心态 - 具有创造力，欢迎各种思想和观点，并使构想成为所有人加入的热情场所。

It continues with reaching across the disciplines, prioritizing relationships, establishing stronger dialogues and creating deep partnerships between teams executing on innovation and the end users (and other stakeholders) of those innovations.

It’s strengthened and nurtured by a focus on ensuring the outcomes flow from the need, understanding the total value opportunity and prioritizing and executing accordingly.

然后，这种价值驱动的思维方式完成了循环，磨练了创新的实践，并激发了确定新解决方案的需求和灵感的清晰度。

Encouraging this mindset will not only support greater innovation but will also help to establish a new rhythm for engagement, connection and performance in our evolving business environment.

Skills for sustainable success: Sustained Business Optimization (SBO)

从创新的思维方式以及敏捷和设计思维的实践中脱颖而出，这是一种理解，即竞争组织不仅应适应和发展我们工作方式，而且还应发展我们拥有可持续成功未来的关键技能并满足新经济的需求。

恩布里奇（Enbridge）已建立持续的业务优化（SBO）小组，是推动有助于建立未来的计划的焦点。

Underpinned by a consistent language, toolkit and framework, the SBO team will partner with the business to draw upon the existing skills and experience of our people, develop new organizational capabilities and accelerate the delivery of significant value for the organization.

这一成功的关键将是在整个企业中实现合作和联系，促进学习的共享并利用我们人民的思想和经验的广泛多样性。我们的业务部门和职能所有者将定位在收入增强，成本节省和员工经验领域的价值。

“The SBO will play a key role in supporting and empowering teams across the enterprise to find incremental revenue opportunities and cost efficiencies, optimize processes, eliminate waste and create an environment that fuels curiosity and drives innovation.”

- 恩布里奇（Enbridge）首席财务官科林（Colin）

‘Roadmapping’: Needs-focused, value-driven thinking

When faced with a challenge, it can be difficult to resist the urge to move straight to solutions, because that’s often where the fun is. This natural inclination, however, tends to bypass the important step of ensuring we have accurately captured the true “need,” and can lead to the proposal of non-optimal solutions.

为了避免我们渴望直接转向构想的渴望，我们遵循系统的过程，这些过程首先要了解我们的需求或目标是真正的。这些过程鼓励了创新的思维方式的进一步发展，该思维方式通过将重点放在效力上（“做正确的事物”）来支持创造性的问题解决和创新思维，从而有助于一开始，以指导我们迈向最终的成功。

我们确定通常在部门一级的需求的一种方法是通过“路线图”的做法以及促进需求的实践。路线图是确定创新和技术旅程的地标的过程，即主动为未来建立愿景。这些路线图有助于理解当前和未来的技术格局，使我们专注于我们的优先事项并管理持续变化。

The process begins by understanding each team’s role and identifying the current technologies used to support the functions they perform. Discussion then moves to understanding the gaps and opportunities for enhancement. Roadmapping exercises lay out technology development needs and interests over the ensuing three-year period.

Value Management: A focus on functions

One in-depth approach to this comes from the world of Value Management and the application of functional analysis to break down the subject to the underlying functions it is intended to perform.

通过对这些基本功能的分析开始，我们努力清楚地定义解决当前问题的目的以及利益相关者的预期收益，这又为更最佳的解决方案提供了更清晰的途径。

VM是一种系统的方法，由多学科团队使用，通过对其功能的分析来提高项目，流程或业务实践的价值 - 预计项目，过程，产品或服务将实现的结果。这些功能有助于确保利益相关者需求的清晰度和一致性。

对功能的关注是区分价值管理方法。在VM中，功能分析通过将焦点从预期的解决方案中移开并将重点放在所需的性能或需求上来支持创造性问题解决。

This approach can be applied to a department, a project, a process, a product or a service. The true power of this approach is that it methodically directs our thoughts to a consideration of value—appraising how well a given solution satisfies stakeholder needs; considering what is involved for implementation; reducing the focus on cost; and encouraging potential fit-for-purpose alternatives.