COVER STORY U
tilities are currently in flux, transitioning from top- down companies with a clear demarcation between
supplier and recipient, to companies that rely on software and AI to allocate resources between and among customers in a flexible ecosystem where all parties play an active role. A recent webinar titled ‘Digital transformation in energy – a blueprint for success’ explored the ways in which energy companies are changing, the similarities between companies across the world, and how they might make the transition work best for the benefit of customers, clients and the climate. The host Juliette Foster,
owner of digital agency Magnus Communications outlined the challenge: “Implementing new systems will involve solving complex data migrations, managing operational shifts and enabling cultural change.”
HOW ENERGY COMPANIES ARE TRANSFORMING Panelist Santiago Banales managing director of energy company Iberdrola, a company operating in Brazil, Australia, the UK and Spain among other countries, explained that energy companies have historically been run by electro-mechanical engineers in a very traditional way. “These managers were operating a critical service and faced heavy regulation. This led to a very risk averse culture. There has been change over the last 20 years and this has accelerated recently, to an agile, decentralised structure.” Banales argued that energy
companies should adopt four key approaches to achieve a successful transformation:
1) An overhaul of their IT system, enabling a decentralised model with more freedom and capacity.
2) An HR transformation with employment of software specialists like those working at Microsoft or Google, rather than the traditional mechanical engineers.
3) Transition to an agile model. Energy companies
Consumers want access to
data around how much energy they are using to help them make better financial choices
Electric car users may be rewarded for modifying usage with a flexible grid
will need to make ongoing iterative changes as the landscape shifts.
4) Focus on engaging all the stakeholders of the system including customers.
MANAGING CUSTOMER-CENTRIC SYSTEMS Banales’ focus on engaging all the system stakeholders, including customers, was a theme for the other webinar attendees too. Glenn Waterson general manager of retail transformation for AGL Energy, an Australia-based energy company, explained that this was a central focus of his organisation. He explained that the company operates 40,000 km
of transmission lines for 9 million consumers in the eastern seaboard of Australia and that this presents great opportunities. “We expect more than 50% of this population will want to be prosumers, meaning they’ll want to be involved in the electrification transition and decarbonisation.” He continued: “Similarly, one in three households currently has solar power, we are currently looking at how best to use and store this energy.” He went on to explain how customer are playing a more active role in their energy consumption. “Consumers want access to data and information on how much energy they are using. This helps them make better choices. People want to be able to use that data to ensure affordability and cost of living.”
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