| Spotlight


Beyond automation: unlocking data A further source of confusion lies in the long-standing


conflation of automation with digitalisation. Hydropower plants are already highly automated, and for many operators this raises the question of what exactly is new. Wehnhardt is clear on the distinction: “Automation and digitalisation is not the same.” While automation has been generating vast amounts of operational data for decades, much of that data has historically gone unused. “What we did not have in the past was an opportunity to deal with the mass of data this automation is generating,” he explains. Digitalisation changes this by enabling utilities to analyse, interpret and act on those data streams – whether through optimisation tools, predictive analytics or digital twins. The transformation is therefore less about replacing infrastructure and more about unlocking insight, which can make it harder to recognise but no less significant. When adoption stalls, it is tempting to attribute delays


to technology alone, but in Wehnhardt’s view, the reality is more nuanced. “For me it’s not an either-or, it’s a mix,” he says. Cost considerations, particularly for smaller utilities, do play a role. Even relatively modest upgrades must compete with other priorities, and for assets that have performed reliably for decades, the case for change is not always immediate. Yet even where solutions require minimal physical intervention, they still represent change, and change inevitably triggers human resistance. “Every human has some resistance to interventions,” he notes. This is where communication and leadership become critical. Successful digitalisation depends not only on selecting the right technology, but on ensuring that people understand its purpose and value. “You have to make people understand why we are doing a change here,” Wehnhardt says. Without that clarity, even well- designed initiatives can struggle to gain traction.


Inside the organisation Inside organisations, the dynamics are complex


and highly variable. Hydropower utilities range from


large, well-resourced organisations with dedicated engineering and IT teams to small, remote operators who may see little reason to change. “I had to deal with utilities who were very small, very remote, who were absolutely satisfied with their situation,” Wehnhardt recalls. This diversity means that barriers to adoption are rarely uniform, but a common theme is the challenge of balancing digital initiatives against competing operational priorities. At the same time, the sector is undergoing a generational transition. As experienced professionals retire (the “silver tsunami”), utilities risk losing valuable institutional knowledge. “These people are retiring and they take all the knowledge with them,” he says. Yet this shift also presents an opportunity. Younger professionals entering the workforce are generally more open to digital tools, and emerging technologies offer new ways to capture and preserve expertise for future use. Against this backdrop, the question becomes how to accelerate adoption without triggering internal resistance. Wehnhardt’s answer is deliberately pragmatic: start small and build from there. “In my experience, what worked the best is to run a pilot with a trusted partner,” he says. Rather than attempting large-scale transformation, utilities should focus on targeted projects that demonstrate clear and measurable value. This approach reduces risk, builds confidence and provides tangible results that can be shared across the organisation. The effectiveness of this strategy is rooted in a simple observation about human behaviour. According to Wehnhardt, any change initiative typically encounters three groups: ● A third who are curious and eager to engage ● A third who are resistant and sceptical ● A third who are undecided, waiting to see which direction prevails


“The middle group is waiting and seeing which group is becoming the dominant group,” Wehnhardt explains. Pilot projects help to shift this balance by providing evidence of success. “If you show these benefits, this


www.waterpowermagazine.com | May 2026 | 11


Above: Turning data into decisions: HYDROGRID enables hydropower operators to visualise, optimise and act in real time.


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