Case studies · Energy and public infrastructure

From gut feel to data

How Rebtech helped a municipal utility lay the groundwork for data-driven decision-making.

When a municipal utility realised that critical knowledge depended on individuals and that decisions rested too heavily on experience rather than fact, they turned to Rebtech. In four weeks, a data vision, a data strategy and concrete pilot proposals were delivered.

Client: Municipal utility
Industry: Energy and public infrastructure
Period: March to April 2026
Duration: Four weeks
Roles: Senior advisor, project manager
Delivery: Data vision, data strategy, current-state analysis, proposed action plan
Method: Traditional development

The challenge

Billion-krona decisions resting on individual experience

The client manages critical public infrastructure and delivers well on its mandate. Beneath the surface, though, was a vulnerability the leadership had identified themselves: investment decisions in the billions were made on the experience of individual employees, statutory reporting was compiled manually, and data sat scattered across dozens of system silos.

The solution

From reactive to proactive governance

Rebtech was engaged for a focused pre-study. The data vision was derived directly from the client's own organisational vision, and current-state analyses were produced in the two business areas with the highest data maturity.

The recurring theme: the shift from reactive to proactive governance, where leading and lagging indicators work together in a KPI hierarchy on a shared data foundation.

Delivery

Four weeks from reading in to action plan

The work began by reading the client's business plan, AI strategy and operational plans, alongside an interview with the CEO and the head of business development and IT that clarified the current state and the priorities.

With that foundation in place, drafts of the data vision and data strategy were produced, together with a three-level KPI architecture and five strategic focus areas. Alignment happened in a full-day workshop with the leadership team, on the same day as in-depth interviews were held with the managers of the two pilot areas to map processes, decision points and data sources.

The pre-study concluded with a proposed action plan across three time horizons plus two concrete pilot proposals.

Results

A shared language in the leadership team

The client received an agreed data vision, a data strategy across five focus areas, current-state analyses for the pilot areas and a proposed action plan. Just as importantly: a shared language in the leadership team for what data-driven decision-making means. The client is now evaluating how to take the work forward into an implementation phase.

In brief

01
Data vision and data strategy across five focus areas, with a three-level KPI architecture
02
Current-state analyses in the two business areas with the highest data maturity, plus two concrete pilot proposals
03
A proposed action plan across three time horizons, agreed in a full-day workshop with the leadership team

The consultants' perspective

“An organisation with clear ownership from the leadership, engaged business managers and a genuine will to change the way of working. That is where pre-studies become more than shelfware.”

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