{"id":2426,"date":"2025-01-06T16:08:45","date_gmt":"2025-01-06T16:08:45","guid":{"rendered":"https:\/\/mo.work\/?page_id=2426"},"modified":"2025-03-12T16:43:44","modified_gmt":"2025-03-12T16:43:44","slug":"ovo-energy","status":"publish","type":"page","link":"https:\/\/mo.work\/case-studies\/ovo-energy\/","title":{"rendered":"OVO Energy"},"content":{"rendered":"
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The challenge:<\/h2>\n\n\n\n

“We want to build a habit of peer-to-peer recognition…”<\/h2>\n\n\n\n

OVO Energy<\/p>\n\n\t<\/div>\n\n\n\n

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OVO Energy faced significant challenges following its 2021 acquisition of SSE. <\/p>\n\n\n\n

Teams were geographically dispersed, morale was low due to impending redundancies and employees were navigating the complexities of integrating two distinct corporate identities.<\/p>\n\n\n\n

For Alex Goodanew, Comms and Engagement Lead for Energy Operations, the priority was clear: create positivity, improve personal connections and make OVO a great place to work<\/strong>, even during tough times.<\/p>\n\n\n\n

Mo changed OVO\u2019s approach to recognition, saving time, boosting engagement and bringing teams closer together.<\/p>\n\n\t<\/div>\n\n<\/div>\n\n\n\t<\/div>\n\t\n\t\t\n\t\t\t\n\t\t\t\t<\/path>\n\t\t\t<\/g>\n\t\t<\/svg>\n\t<\/span>\n<\/div>\n\n

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OVO Energy needed a culture solution<\/strong> that saved time.<\/h2>\n\n\t<\/div>\n\n\n\n
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The Energy Operations team at OVO comprises 750 people spread across the UK, most of whom had never met in person. The merger made these challenges worse by creating divided loyalties between the OVO and SSE brands.<\/p>\n\n\n\n

The situation was further complicated by:<\/p>\n\n\n\n