Electric power companies are pursuing strategies across three horizons, focusing on accredited peak contribution rather than nameplate megawatts.13 In the near term, companies are bridging reliability gaps through incremental firm generation and operational flexibility. He is also a partner at Deloitte & Touche LLP, where he has led many large energy clients.
We help you navigate the shift to Net Zero, engaging stakeholders and unlocking opportunities. At STRAT7, we differentiate ourselves by combining traditional market research with advanced technology and innovative methodologies. We can work with companies from any area of the energy and utility industries, and have helped brands from all regions of the world and industry sectors.
By mid-2025, at least 28 states were exploring performance-based regulations, with 17 states and Washington, D.C. The US electric power sector faces record capital needs—more than US$1.4 trillion through 2030—even as affordability pressures intensify.56 Traditional equity and debt financing are no longer sufficient amid growing concerns about rising prices for customers.57 In response, utilities are reshaping portfolios and capital flows through mergers and acquisitions and portfolio rotation. Utilities are expected to integrate multi-year, multi-vendor supply agreements, embed grid-enhancing technologies, and use digital tools to track supplier and inventory risks in real time. These include tariffs on steel (including grain-oriented electrical steel) and aluminum, and certain copper products, in addition to expanding probes into solar, wind, and battery supply chains.47 The recent tightening of domestic content and sourcing requirements further adds complexity. Additionally, utilities are exploring federated learning techniques to improve models across sites while keeping data local, offering a secure path to expand system intelligence.36 Together, this infrastructure can help balance resilience, compliance, and scalability for enterprise adoption. In 2026, performance-based interconnection could increasingly tie queue priority to telemetry and flexibility.
Build a Utilities Business-Aligned IT Strategy Research & Tools
Think tank sessions enable intensive research, ideas on collaboration with peers and an opportunity to consult with providers and industry experts on your most burning issues. At the Utilities Strategy Forum you will experience an exceptionally time efficient engagement model which goes far beyond a traditional exhibition or conference where meetings are usually by chance. Over the course of three days, participants will engage in interactive https://alstatenews.com/what-are-wood-pellets-how-are-they-made.html sessions, including one-on-one meetings, speed networking, and group discussions, focusing on key industry priorities. In today’s rapidly evolving regulatory and operational landscape, professionals across the utilities sector play a crucial role in ensuring resilience, efficiency, and effectiveness. It was a unique opportunity to network with so many people from gas, electricity, water, and heat network sectors, and also some superb technology companies and innovators.
Enhanced Organizational Alignment
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems. “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” These systems also require significant maintenance and support that can divert resources away from innovation and growth. This tool guides an IT department in planning and prioritization activities to build an effective IT strategy. Only then can a carefully thought out, strategic, and tactical plan be created for execution. To create a business-aligned IT strategy, you must understand what the business does and what the business will need.
- These opportunities for new value are often discovered in the seams between traditional lines of business, places that would be overlooked in a traditional capital-deployment model that depends on established business themes, usually within specified siloes.
- One of Michael’s greatest achievements is the advancement and development and implementation of new 3D deliverables for geospatial projects, integrating LiDAR, utility locating systems, GPR, infrared, land surveying, and multi-sensor platforms to provide high-quality, reliable, and accurate data for CAD, GIS, and BIM delivery format.
- In 2026, capital strategy is likely to be measured less by gross spend and more by capacity per dollar and bill impact per incremental megawatt.
- An objective is a long-term goal that you would like to achieve within the focus area.
- Utilities have relied on historical perspectives when evaluating the appropriateness of capitalization philosophy and have inconsistently implemented existing policies.
- The sector must consider how it maximizes existing capital, finds new funding sources and navigates M&A.
Supply chain resilience: Ensure resilience through reshoring and diversification
- There is a growing importance on maximizing the ROI of customer initiatives to capture load-growth opportunities, maintain affordability and balance investments with the significant capital commitments many utilities are making.
- With teh new infrastructure ebill coming down the pipeline, infrastructure projects are beginning to raise the issue that there just aren’t enough people in the work force to take on these mega projects.
- To reach the next level, the utility must formulate a comprehensive Economic Development Strategic Plan.
- The power and utilities (P&U) sector faces surging electricity demand, significant capital investment needs and an obligation to balance short-term energy needs with long-term sustainability goals.
- Julian is a partner in Bain’s London office, and Jason is a partner in San Francisco.
Asking the better questions that unlock new answers to the working world’s most complex issues. Discover how vehicle tracking devices provide real-time insights on assets and drivers, improving fleet management and operations. Perform standardized inspections and audits and create comprehensive and well-analyzed reports to effectively forecast energy demand, improve compliance, and support continuous improvements. It’s designed to equip leaders and teams with the tools to do their best work– to the safest and highest standard. SafetyCulture is a mobile-first operations platform adopted across https://otofast.info/electric-vehicles-and-renewable-energy-integration.html industries, such as manufacturing, mining, construction, retail, and hospitality. Build awareness and accountability across all levels of the organization – Every worker at all organizational levels should know how to implement utility management practices.
By serving as a reliable source of information and guidance on topics around energy efficiency, utility companies can establish themselves as trusted authorities in the industry, building a strong rapport with their customer base. Providing educational content and workshops is a key strategy for utility companies to engage customers effectively. Examples of email personalization for utility companies might include updates on new programs, reminders for service maintenance, or tips for energy conservation tailored to individual usage patterns. Social media platforms provide utility companies with an opportunity to connect with large and diverse audiences.
How government agencies can use information and communications technology to increase efficiency—and better people’s lives. But to compete in the 21st century, utilities must latch on to the capabilities and opportunities that digital technologies present. The goal is to provide a sense of direction to the organization and ensure that the business as a whole can prioritize, focus on, and own the outcomes in a consistent and prudent manner. Rather than speculate on the future of technology, utilities must understand the implications of the possible scenarios and pivots they will need to create to meet their digital visions. Companies that align key stakeholders to craft a digital positioning and own the possible consequences are more likely to succeed. Today, most utility executives believe that digitization is a core component of their strategic agenda, whether their current focus is performance improvement, customer enablement, cost reduction, or disruptive growth.