Utility provider strengthens IT governance framework and OT operations

Client background

A large statewide wholesale energy and water utility provider sought to improve how it managed its information technology and operational technology (IT/OT) functions. IT/OT systems are critical to ensuring reliable service and efficient operations. As a wholesale provider with a broad customer base and critical infrastructure responsibilities, the organization needed to ensure its systems were reliable, efficient and supported by a strong IT governance framework to guide future growth.

Client challenge

The utility provider faced persistent challenges in balancing resources between IT and OT. While both areas were essential to delivering reliable service, they competed for staffing and funding, creating tension in how projects were prioritized and completed. Leaders recognized that without clearer alignment, these functions risked inefficiencies and gaps in oversight.

Another key concern was staffing. The provider wanted to better understand whether its IT/OT staffing levels were appropriate compared to peer organizations. Without this context, leadership found it difficult to validate resource allocation decisions or plan for future needs. In addition, they sought to identify opportunities to refine operational processes and strengthen organizational structure so that IT and OT could work in concert rather than in silos.

To address these issues, the provider needed both internal perspectives and external benchmarks to serve as a foundation for improvement.

Baker Tilly solution

Baker Tilly performed a comprehensive IT assessment designed to gather data from multiple angles. This process included:

• Internal survey: A detailed questionnaire gathered feedback on IT/OT operations and strategic direction. Responses helped leadership capture the day-to-day experiences of staff and identify recurring themes in how resources were managed.
• Stakeholder and management interviews: Discussions with senior management, stakeholders and IT personnel provided context behind the survey results and surfaced additional challenges that may not have been captured in quantitative data. These conversations gave voice to both leadership priorities and frontline realities.
• Benchmarking survey: Baker Tilly conducted an external benchmarking study of similar utilities to provide objective comparisons. The survey evaluated IT staffing levels, hardware and software support, project completion rates and resource spending. This gave the provider a clear picture of how its performance and structure compared to industry norms and highlighted opportunities to improve its IT governance framework.

By combining these inputs, Baker Tilly delivered both qualitative insights and quantitative data, creating a balanced view of the provider’s IT/OT environment.

Results

The assessment concluded with targeted recommendations across several critical areas:

• Governance: Strategies to improve oversight and decision-making processes, ensuring IT and OT initiatives aligned with organizational goals and a stronger IT governance framework.
• Organizational structure: Adjustments to better define roles and responsibilities, reduce overlap and clarify accountability.
• Project management: Suggestions to improve completion rates, streamline processes and prioritize initiatives effectively.
• Performance management: Recommendations to monitor progress and measure the impact of IT/OT initiatives more consistently.

Beyond these recommendations, Baker Tilly developed a future state road map with detailed implementation guidance. This road map provided leadership with a clear path for enhancing its IT governance framework, aligning IT and OT resources and introducing more consistent operating procedures.

With the road map in place, the provider is equipped to strengthen its IT and OT functions, achieve greater efficiency in resource allocation and build the organizational capacity needed to support long-term growth.