Introducing the Bionic Network of the Future
Energy networks can accelerate the adoption of digital developments by pursuing the “bionic company,” where employees are reinforced--instead of replaced--by technology.
Energy networks can accelerate the adoption of digital developments by pursuing the “bionic company,” where employees are reinforced--instead of replaced--by technology.
As COVID-19 continues to spread, energy companies must take a bionic approach to digital workforce management systems. How do these businesses select and implement the best solution?
How can the bionic approach solve the issue of bringing data and digital technologies to asset management?
BCG’s Sabine Stock says power generators must become more focused on cost cutting; pay more attention to flexibility, particularly when it comes to staffing; and approach maintenance routines in new ways.
The survival of conventional power producers requires improving productivity long term. Lean management systems and new digital technologies can complement utilities’ belt-tightening efforts.
Think coal is history? Think again. Coal demand is likely to hold steady in the years ahead. The implications—for companies, for investors, and for climate change—are huge.
Beware the hydrogen hype. Low-carbon hydrogen does have massive potential—but only if companies target its use in areas that make economic sense.
As a new digital age allows the wind energy industry to expand data capture, IoT tools prove essential to reduce cost and maximize revenue.
Volume & fidelity of wind turbine generators and third-party data have increased tremendously. How, and where, can IoT create value for wind energy companies?
Four common barriers stand in the way of wind power players finding success through IoT integration. Here are the best practices to overcome these roadblocks.
Utilities face enormous pressure to make their grids fit for the future. This framework helps them meet the challenges at every stage of the journey.
Power network operators face multiple potential disruptions. Widespread defection from the grid is just one of them.
BCG senior partner Magín Yáñez discusses the three main challenges these companies face today—and how changing operational processes will play a large role in future success.
Moving even one or two steps toward full digitization can mean big gains in workers’ performance and economic efficiencies.
The company’s director of operations explains how the startup energy retailer provides a top-notch experience while keeping costs down.
According to BCG’s Stephan Lehrke, power companies can increase their retail business by increasing customer growth and improving profitability, moving into other markets, and building up their retail operations through value-added services—especially digital.
By acting quickly to digitally transform their businesses, energy retail companies can fend off challengers and pursue new growth opportunities.
Distributed energy is transforming the way energy is generated and used. To stay competitive, incumbents must strengthen their understanding of B2B and B2C customers’ needs in diverse industries.
Countries taking ambitious action against climate change can benefit macroeconomically without suffering an early-mover disadvantage.
We have the technologies to combat climate change but not the means to implement them globally. Now we must both continue the fight and make realistic plans.
By making smart moves and adopting the right business model, companies can mitigate the risks and capture the upside of digitization.
Blockchain might not be the panacea some anticipate. But the hype surrounding it could drive attention and solutions to the problems that plague commodity trading.
Digital forces are transforming commodity trading’s value chain and sources of competitive advantage, redistributing billions of dollars in trading value in the process.
In light of the pandemic and the supply shock in oil markets, gas companies must strengthen their positions and plan ahead.
Beijing’s decision to create a single national pipeline company will open up significant opportunities for global gas players.
This report, coproduced by BCG and the International Gas Union, assesses recent trends shaping today’s global gas industry and the factors that will affect the market in the future.
The growth in demand for natural gas could flatline by 2030, even as the supply expands. Players must take steps now if they are to thrive amid disruption.
BCG has developed an effective approach that utilities can use to minimize the odds of being blindsided by a major supplier-related event.
A fully empowered procurement function can deliver material cost savings and broad, organization-wide benefits to a utility.
During price upturns, companies often indulge in bad behavior, such as “window dressing” capital projects with overly optimistic cost and completion assumptions—jeopardizing project performance.
