When Lumme Energia and Loiste Sähkönmyynti joined forces in spring 2021, approximately 160,000 customers had to be migrated from one information system to another. In addition to its exceptional scale, this unique customer data migration project involved a tight schedule and demanding regulatory requirements.
A record-breaking project for the electricity retail sector in both scale and schedule
The objective was clear from the outset. When the two energy companies merged, their customer bases also had to be consolidated. Migrating approximately 160,000 customers from one information system to another was unprecedented in the sector in terms of scale, complexity and difficulty.
The merger was announced in the national media in March 2021. The deadline for consolidating the customer bases under Lumme Energia was set for 1 December 2021.
“We knew what needed to be done and how to do it. However, we needed an experienced professional to keep the overall project under control and fill the gap in our project management resources.”
Kari Järvinen Director of Digitalisation, IT and Digital Service Development
The collaboration originally began with Kumura, which has since become part of IQI. Mika Mannonen joined the project from IQI and led the migration. He was responsible for ensuring that the related systems functioned as required, that the planned measures were carried out and that the other suppliers involved in the project worked towards the same objectives.
Clear communication and support for the project team kept the work on schedule
Keeping to the schedule was critical for Lumme Energia. In addition to the information already communicated to customers and the planned date of the merger, regulatory requirements created further time pressure.
At the same time as the customer information systems were being consolidated, the electricity sector was undergoing another major change. Datahub, the centralised information exchange system for electricity retailers and distribution system operators, was being introduced nationwide.
The customer data transferred to Datahub had to be consolidated under Lumme Energia only a few months after the merger was announced. The summer holiday period also fell within this already demanding schedule.
The tight timetable raised concerns about the wellbeing of the project team. How would the team manage the workload when the migration project and the regulatory Datahub transfer had to be completed alongside their day-to-day responsibilities?
“The outcome was successful. The migration caused no significant problems for our customers, and the team managed the workload. We also completed the company merger as planned at the turn of 2021 and 2022,” Järvinen says.
A significant part of the project’s success depended on consistent and transparent communication.
“It is always better to communicate than to remain silent. Regular communication provides reassurance and shows that the work is moving forward. When information flows effectively, everyone involved knows that the overall project is under control and understands who is responsible for what.”
For Mannonen, the most important objective was to earn the trust of the project team and the other parties involved. The COVID-19 pandemic brought an additional challenge, as the project team was unable to meet face to face at any stage.
“I focused on creating effective team dynamics. I held regular one-to-one conversations, which allowed me to monitor how the team members were coping and how they felt about the project.”
Even the most difficult situations were ultimately handled with humour rather than frustration.
“It was a matter of pride for me to work alongside the project team and get involved in the practical work, rather than simply directing others. We often used the expression, ‘We are all in the same boat.’”
Mika Mannonen Consulting Project Manager
Open communication and shared values supported the success of a unique project
According to Järvinen, working with IQI was straightforward and characterised by openness and direct communication on both sides.
“Whenever something needed to be addressed, we discussed it openly without trying to conceal anything. Our values were aligned in that we both placed people first, even though we worked for different companies.”
Mannonen had the same experience. Although he was an external expert, he felt like one of Lumme Energia’s own team.
Lumme Energia’s migration was unique in the electricity retail sector. Failure would have resulted in significant business disruption.
Based on the project, Järvinen says he can confidently recommend IQI and its project managers for project leadership assignments. The collaboration between Lumme Energia and IQI continued immediately with another project.
“Mika led the project in a way that reflected our values and took excellent care of the project team. From the customers’ perspective, the migration was also completed in a controlled manner,” Järvinen concludes.
