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middle group will jump to the right side,” he says. From there, adoption can expand organically, supported by growing internal confidence.
From pilots to progress Equally important is how these initiatives are structured.
One of the most common pitfalls is a purely top-down approach, where management is convinced but operational teams are not fully engaged. “We had the management convinced… but we got blocked on the operator side level,” Wehnhardt recalls. Operators are central to implementation, and without their buy-in, projects can quickly lose momentum. The solution lies in building cross-functional teams that include operations, IT and management from the outset, ensuring that all perspectives are represented and aligned. As digitalisation progresses, questions around skills and capabilities inevitably arise. For Wehnhardt, the idea that utilities can develop all required expertise internally is unrealistic. “It’s not practical that you think you can have all skills in your company,” he says. Partnerships with technology providers are therefore essential, particularly in areas such as artificial intelligence, data analytics and cybersecurity. At the same time, utilities must build a baseline level of internal knowledge to engage effectively with these partners and make informed decisions. “You have to at least understand it, and find the right partner,” he notes. In this context, Wehnhardt points to the value of working with partners that combine digital expertise with a deep understanding of hydropower operations. Referencing his current role, he notes that companies like HYDROGRID are designed to do exactly that – helping utilities assess their potential, run targeted pilots and deliver measurable improvements without requiring major upfront changes. As he puts it, engaging with such expertise is, in many cases, “a no brainer.” Central to this effort is the question of data.
Hydropower operators already possess vast quantities of information, but the challenge lies in turning that data into actionable insight. “All utilities own massive amounts of data,” Wehnhardt observes. Identifying where that data can deliver value – whether through optimisation, forecasting or improved maintenance – is a critical step in shaping a digital strategy. “If they find the answer, then you can push the traditional hydro expertise in a new direction,” he says.
Encouragingly, the timeline for seeing results may be shorter than many expect. While large infrastructure projects often take years to deliver returns, digital optimisation can produce measurable improvements much more quickly. “It can be in weeks or months,”
12 | May 2026 |
www.waterpowermagazine.com
Wehnhardt says. These early wins play an important role in building internal momentum, reinforcing the case for further investment and expansion.
Taking the next steps Looking ahead, the broader energy landscape is adding
urgency to the digitalisation agenda. The rapid growth of wind and solar is transforming grid dynamics, placing new demands on hydropower assets. “From one day to the next, there’s a lot of new demands coming up,” Wehnhardt explains. Plants are increasingly required to operate outside their original design parameters, responding to variable generation and evolving market conditions. These changes are creating new operational challenges, but also new opportunities for digital tools to enhance flexibility and performance. In this context, success over the next five years will be defined not just by the adoption of specific technologies, but by the establishment of a new way of working. Utilities that succeed will have identified their key pain points and addressed them through a combination of internal capability and external expertise. More importantly, they will have embedded continuous improvement into their daily operations. “A continuous improvement cycle is part of the daily business,” Wehnhardt says. For leaders looking to take the first step, the advice is
refreshingly straightforward. Begin with understanding. An initial assessment – conducted internally or with external support, including providers such as HYDROGRID – can help identify opportunities, clarify benefits and define a realistic roadmap. “An assessment could be a good start,” he suggests. Importantly, this does not require significant investment, but it does provide a foundation for informed decision-making. There is, however, one issue that continues to shape the pace of adoption: cybersecurity. While widely recognised, it is often treated as a barrier rather than a challenge to be addressed. Wehnhardt argues that this mindset must change. “We should proactively deal with this issue… not stop any development,” he says. Ultimately, the story of digital hydropower is not
one of technological limitation, but of organisational transformation. The tools are available, the data is abundant, and the benefits are clear. What remains is the human dimension: how organisations make decisions, how they engage their people, and how they manage change.
Digitalisation may be widely described as a “no- brainer,” but turning that consensus into reality requires more than agreement. It requires leadership, communication and a willingness to move from hesitation to action.
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