1) European Transmission System Operators must undergo continuous organizational changes to integrate their functions and achieve higher performance levels in response to a rapidly changing electricity market environment.
2) Key management challenges for TSOs include identifying change agents who can handle resistance to change and implementing changes through a balanced approach of regular stability and change.
3) Successful change at TSOs requires generating urgency, establishing leadership coalitions, developing clear visions, removing obstacles, creating short-term wins, and embedding changes in company culture - realizing that change takes a long time.
Ikääntyneiden työntekijöiden irtisanomissuoja on Ruotsissa poikkeuksellisen vahva, sillä yritykseen viimeksi tulleet työntekijät täytyy irtisanoa ensimmäiseksi. Suomessa ikääntyneiden työsuhdeturvaa koskevat määräykset ovat oleellisesti löyhempiä. Tutkimuksessa Ruotsin ja Suomen irtisanomissuojaa koskevan eron vaikutuksia tarkastellaan muodostamalla ylikansallinen työntekijä- ja työnantaja-aineisto. Se perustuu Suomen ja Ruotsin työnantajajärjestöjen kokoamien palkkarekisteriaineistojen yhdistämiseen vuosina 2000–2011. Ruotsissa ja Suomessa toimivia saman emoyrityksen yksiköitä käsitellään yhtenä yrityksenä. Tulokset osoittavat, että Suomessa ikääntyneet työntekijät irtisanotaan taloudellisten vaikeuksien myötä herkemmin kuin Ruotsissa. Tutkimuksessa tarkastellaan myös irtisanomisjärjestystä koskevien lausekkeiden vaikutuksia työntekijöiden palkkoihin. Pisimpään yrityksessä työskennelleet saavat suuremman palkkapreemion Ruotsissa. Mahdollinen selitys tälle ilmiölle on irtisanomisjärjestystä koskevien säännösten aikaansaama parempi työsuhdeturva ja tästä seuraava neuvotteluvoiman kasvu.
Tutkimuksessa tarkastellaan henkilön taustaominaisuuksien vaikutuksia päätyä julkisen sektorin työntekijäksi. Tarkastelu tehdään suomalaisella kaksosaineistolla, jonka avulla voidaan ottaa huomioon perhetaustaan ja genetiikkaan liittyvien muuten havaitsemattomien tekijöiden vaikutus. Tutkimuksessa käytetty aineisto kattaa vuodet 1990–2009. Tutkimusaineiston paneeliominaisuutta hyödynnetään tarkastelemalla henkilön siirtymiä yksityisen sektorin palveluksesta julkisen sektorin palvelukseen. Tulosten mukaan korkeampi koulutus ja ammatilliset preferenssit ovat yhteydessä henkilöiden päätymiseen julkisen sektorin palkkalistoille. Perheen perustaminen on myös positiivisesti yhteydessä henkilön todennäköisyyteen siirtyä yksityiseltä sektorilta julkiselle sektorille. Perheen perustamisen myötä riskin karttaminen kasvaa ja hakeutuminen vakaampiin ja vähemmän riskialttiisiin työsuhteisiin lisääntyy. Ekstrovertit henkilöt päätyvät myös muita todennäköisemmin julkisen sektorin työpaikkoihin. Myös palkka vaikuttaa siirtymiin. Korkeammilla palkkaluokilla työskentelevät jäävät todennäköisemmin yksityisen sektorin palvelukseen, koska julkisella sektorilla maksetaan näillä palkkaluokilla pienempää palkkaa.
Tutkimuksessa tarkastellaan työmarkkinoiden polarisoitumista Suomessa. Aiemmat tutkimukset tarkastelevat kehitystä koko talouden, toimialojen tai alueiden tasolla. Tutkimuksessa tarkastellaan työpaikkojen rakennemuutosta yritystasolla. Tulokset osoittavat, että rutiiniluonteiset työtehtävät ovat vähentyneet merkittävästi suomalaisissa yrityksissä. Palkkajakauman keskivaiheilla olevien rutiiniluonteisten työtehtävien väheneminen kytkeytyy informaatio- ja kommunikaatioteknologian käyttöönottoon yrityksissä.
Features:
The organization gets the total man
Humanize the work i.e. Quality of work life is stressed and improved
Brings out extra-ordinary qualities from ordinary people
To display the human capabilities fully and eventually draw out infinite possibilities
Prepares the employer and employees to meet the challenges of the changing time and condition
Decentralised storage: impact on future distribution gridsdavidtrebolle
Decentralised storage systems could affect the management of the distribution grid in a number of functional areas, including energy management, system services and the internal business of the DSO:
Energy management refers to energy arbitrage by decoupling electricity generation from its instantaneous consumption, as delivered by electricity storage facilities.
System services cover the support storage could offer to quality of service and security of supply in the electric power system.
Finally, for some special and well defined applications which cannot be provided by the market, storage devices could be installed as a grid asset to primarily support the core operational tasks of the grid operator.
Ikääntyneiden työntekijöiden irtisanomissuoja on Ruotsissa poikkeuksellisen vahva, sillä yritykseen viimeksi tulleet työntekijät täytyy irtisanoa ensimmäiseksi. Suomessa ikääntyneiden työsuhdeturvaa koskevat määräykset ovat oleellisesti löyhempiä. Tutkimuksessa Ruotsin ja Suomen irtisanomissuojaa koskevan eron vaikutuksia tarkastellaan muodostamalla ylikansallinen työntekijä- ja työnantaja-aineisto. Se perustuu Suomen ja Ruotsin työnantajajärjestöjen kokoamien palkkarekisteriaineistojen yhdistämiseen vuosina 2000–2011. Ruotsissa ja Suomessa toimivia saman emoyrityksen yksiköitä käsitellään yhtenä yrityksenä. Tulokset osoittavat, että Suomessa ikääntyneet työntekijät irtisanotaan taloudellisten vaikeuksien myötä herkemmin kuin Ruotsissa. Tutkimuksessa tarkastellaan myös irtisanomisjärjestystä koskevien lausekkeiden vaikutuksia työntekijöiden palkkoihin. Pisimpään yrityksessä työskennelleet saavat suuremman palkkapreemion Ruotsissa. Mahdollinen selitys tälle ilmiölle on irtisanomisjärjestystä koskevien säännösten aikaansaama parempi työsuhdeturva ja tästä seuraava neuvotteluvoiman kasvu.
Tutkimuksessa tarkastellaan henkilön taustaominaisuuksien vaikutuksia päätyä julkisen sektorin työntekijäksi. Tarkastelu tehdään suomalaisella kaksosaineistolla, jonka avulla voidaan ottaa huomioon perhetaustaan ja genetiikkaan liittyvien muuten havaitsemattomien tekijöiden vaikutus. Tutkimuksessa käytetty aineisto kattaa vuodet 1990–2009. Tutkimusaineiston paneeliominaisuutta hyödynnetään tarkastelemalla henkilön siirtymiä yksityisen sektorin palveluksesta julkisen sektorin palvelukseen. Tulosten mukaan korkeampi koulutus ja ammatilliset preferenssit ovat yhteydessä henkilöiden päätymiseen julkisen sektorin palkkalistoille. Perheen perustaminen on myös positiivisesti yhteydessä henkilön todennäköisyyteen siirtyä yksityiseltä sektorilta julkiselle sektorille. Perheen perustamisen myötä riskin karttaminen kasvaa ja hakeutuminen vakaampiin ja vähemmän riskialttiisiin työsuhteisiin lisääntyy. Ekstrovertit henkilöt päätyvät myös muita todennäköisemmin julkisen sektorin työpaikkoihin. Myös palkka vaikuttaa siirtymiin. Korkeammilla palkkaluokilla työskentelevät jäävät todennäköisemmin yksityisen sektorin palvelukseen, koska julkisella sektorilla maksetaan näillä palkkaluokilla pienempää palkkaa.
Tutkimuksessa tarkastellaan työmarkkinoiden polarisoitumista Suomessa. Aiemmat tutkimukset tarkastelevat kehitystä koko talouden, toimialojen tai alueiden tasolla. Tutkimuksessa tarkastellaan työpaikkojen rakennemuutosta yritystasolla. Tulokset osoittavat, että rutiiniluonteiset työtehtävät ovat vähentyneet merkittävästi suomalaisissa yrityksissä. Palkkajakauman keskivaiheilla olevien rutiiniluonteisten työtehtävien väheneminen kytkeytyy informaatio- ja kommunikaatioteknologian käyttöönottoon yrityksissä.
Features:
The organization gets the total man
Humanize the work i.e. Quality of work life is stressed and improved
Brings out extra-ordinary qualities from ordinary people
To display the human capabilities fully and eventually draw out infinite possibilities
Prepares the employer and employees to meet the challenges of the changing time and condition
Decentralised storage: impact on future distribution gridsdavidtrebolle
Decentralised storage systems could affect the management of the distribution grid in a number of functional areas, including energy management, system services and the internal business of the DSO:
Energy management refers to energy arbitrage by decoupling electricity generation from its instantaneous consumption, as delivered by electricity storage facilities.
System services cover the support storage could offer to quality of service and security of supply in the electric power system.
Finally, for some special and well defined applications which cannot be provided by the market, storage devices could be installed as a grid asset to primarily support the core operational tasks of the grid operator.
Horizon Scan: ICT and the future of utilitiesEricsson
A new research report from Ericsson and Imperial College London examines the effects of ICT in reshaping the future of energy utilities markets.
ICT will play a fundamental role in the disruption of energy utility structures by enabling innovative methods of connection and coordination among community-based renewable energy installations.
Ubiquitous, affordable digital technologies create numerous new entry points into highly centralized and regulated energy markets, allowing both smaller entrants and consumers to seize power from established utility providers.
ICT systems, centered until now on supplying energy from just a handful of large producers, will soon need to balance supply from thousands of networked devices.
Integration of data across complex supply chains will create new opportunities for traceability, improved insurance models and reduced risk of accidents and environmental disasters.
These are some of the key transformational forces identified in the latest report in a series of horizon scans outlining the potential impacts of ICT on various industries. Based on in-depth research in collaboration with Imperial College London, the report identifies some of the major operating boundaries of current versus emerging utility industry structures and the role that digital technologies may play in crossing these thresholds.
System operators face a proliferation of power electronics
interfaced devices such as HVDC transmission lines,
wind and solar generation in their grids. Depending on
the jurisdiction, the instantaneous share of electrical
energy produced from renewable energy sources
occasionally reaches 150%. However, to operate a power
system with sustained high levels of renewable energy,
several operational challenges need to be addressed. The
goal of this survey paper, which is one of the products
of CIGRE joint working group C2/B4.38, is to identify
such challenges. To this extend, extensive literature
review and survey among and discussions with system
operators throughout the world were performed.
This paper identified several operational challenges that
were validated by system operators. These challenges
are grouped in the following three categories: (i) new
behavior of the power system, (ii) new operation of the
power system and (iii) lack of voltage and frequency
support. For each of the identified challenge, a
description, practical examples and relevant references
are provided.
21st C.Electric Distribution System Operations, 2014Paul De Martini
L. Kristov & P. De Martini paper that defines Distribution System Operator and provides a framework to considering a range of business and policy issues.
The paper outlines key considerations that should be taken on board in the European network codes currently being drafted by ENTSO-E within the scope of the ACER Framework Guidelines on System Operation published in December 2011.
This Independent Review into the Future Security of the National Electricity Market Preliminary Report identifies the complex forces driving a rapid transition across the electricity sector. It seeks input on key questions to navigate the transition in line with consumer expectations for a secure and reliable service, at an affordable price, that delivers on our national emissions reduction commitments.
Dr Finkel and the Panel welcome submissions responding to the Preliminary Report. The submission period is open until 21 February 2017.
CIGRE WG “Network of the Future” Electricity Supply Systems of the futurePower System Operation
The mission of modern power systems is to
supply electric energy satisfying the following conflicting
requirements:
– High reliability and security of supply
– Most economic solution
– Best environmental protection
The first requirement of reliability and security
of supply has always been and still remains a key
objective and has shaped the design and operation
of power systems from the very beginning
of their formation. In the last few decades, the
need for a more efficient operation of the system
with the aimto reduce prices and increase the quality
of service has led to the
It is fair to say that these actions
are probably the last decade’s landmark of the
electric electric power systems framework. Inmore
recent years, the increasing concern about climate
change and the effects energy production may
have on greenhouse gas (GHG) emissions have led
to the wide integration of Renewable Energy
Sources (RES) and Dispersed Generation (DG) in
the power systemwith obvious advantages for the
environmental behaviour of the power systems.
Aggressive targets for the increased share of
renewable generation in the overall power supply
have been set, e.g. the EU Commission target
known as 20-20-20 for 2020.
A perspective on infrastructure and energy security in the transitionIngeteam Wind Energy
The report from consultants Artelys and Climact, backed by WWF and others, finds that the existing pan-European infrastructure can manage wide-ranging demand levels and potential supply disruptions. Adding much more gas infrastructure is not only unnecessary for security of supply, it also creates a risk of expensive stranded assets.
Overview of Variable Renewable Energy Regulatory IssuesLeonardo ENERGY
Highlights:
* Focuses on key regulatory issues associated with the deployment of VRE sources, especially wind and solar power.
* Charts progression of regulatory issues across early, intermediate, and advanced stages of VRE penetration.
* Common thread of progression is interdependency between facilitating new VRE generation, ensuring adequate grid infrastructure, and ensuring short- and long-term security of supply.
* Key to VRE deployment is integration of all significant changes to a power system.
* VRE integration is a complex issue, involving various actors, assets, and feedback loops.
Relying almost entirely on energy from variable renewable energy sources (vRES) will require a transformation in the way power systems are planned and operated. This report outlines steps for overcoming the challenges in creating power systems with the flexibility needed to maintain system security and reliability while relying primarily on variable energy resources. The work is largely a synthesis of the many reports and studies on this subject. It seeks to summarize that body of work for a less technical audience that will need to put in place the policies, technical changes, and institutional systems necessary to make the power system of the future a reality. For this work we gathered opinions from a dedicated power system flexibility advisory panel, through two meetings, e- mail exchanges, and an online survey.
A validation of the adverse childhood experiences scale inAlexander Decker
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
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Horizon Scan: ICT and the future of utilitiesEricsson
A new research report from Ericsson and Imperial College London examines the effects of ICT in reshaping the future of energy utilities markets.
ICT will play a fundamental role in the disruption of energy utility structures by enabling innovative methods of connection and coordination among community-based renewable energy installations.
Ubiquitous, affordable digital technologies create numerous new entry points into highly centralized and regulated energy markets, allowing both smaller entrants and consumers to seize power from established utility providers.
ICT systems, centered until now on supplying energy from just a handful of large producers, will soon need to balance supply from thousands of networked devices.
Integration of data across complex supply chains will create new opportunities for traceability, improved insurance models and reduced risk of accidents and environmental disasters.
These are some of the key transformational forces identified in the latest report in a series of horizon scans outlining the potential impacts of ICT on various industries. Based on in-depth research in collaboration with Imperial College London, the report identifies some of the major operating boundaries of current versus emerging utility industry structures and the role that digital technologies may play in crossing these thresholds.
System operators face a proliferation of power electronics
interfaced devices such as HVDC transmission lines,
wind and solar generation in their grids. Depending on
the jurisdiction, the instantaneous share of electrical
energy produced from renewable energy sources
occasionally reaches 150%. However, to operate a power
system with sustained high levels of renewable energy,
several operational challenges need to be addressed. The
goal of this survey paper, which is one of the products
of CIGRE joint working group C2/B4.38, is to identify
such challenges. To this extend, extensive literature
review and survey among and discussions with system
operators throughout the world were performed.
This paper identified several operational challenges that
were validated by system operators. These challenges
are grouped in the following three categories: (i) new
behavior of the power system, (ii) new operation of the
power system and (iii) lack of voltage and frequency
support. For each of the identified challenge, a
description, practical examples and relevant references
are provided.
21st C.Electric Distribution System Operations, 2014Paul De Martini
L. Kristov & P. De Martini paper that defines Distribution System Operator and provides a framework to considering a range of business and policy issues.
The paper outlines key considerations that should be taken on board in the European network codes currently being drafted by ENTSO-E within the scope of the ACER Framework Guidelines on System Operation published in December 2011.
This Independent Review into the Future Security of the National Electricity Market Preliminary Report identifies the complex forces driving a rapid transition across the electricity sector. It seeks input on key questions to navigate the transition in line with consumer expectations for a secure and reliable service, at an affordable price, that delivers on our national emissions reduction commitments.
Dr Finkel and the Panel welcome submissions responding to the Preliminary Report. The submission period is open until 21 February 2017.
CIGRE WG “Network of the Future” Electricity Supply Systems of the futurePower System Operation
The mission of modern power systems is to
supply electric energy satisfying the following conflicting
requirements:
– High reliability and security of supply
– Most economic solution
– Best environmental protection
The first requirement of reliability and security
of supply has always been and still remains a key
objective and has shaped the design and operation
of power systems from the very beginning
of their formation. In the last few decades, the
need for a more efficient operation of the system
with the aimto reduce prices and increase the quality
of service has led to the
It is fair to say that these actions
are probably the last decade’s landmark of the
electric electric power systems framework. Inmore
recent years, the increasing concern about climate
change and the effects energy production may
have on greenhouse gas (GHG) emissions have led
to the wide integration of Renewable Energy
Sources (RES) and Dispersed Generation (DG) in
the power systemwith obvious advantages for the
environmental behaviour of the power systems.
Aggressive targets for the increased share of
renewable generation in the overall power supply
have been set, e.g. the EU Commission target
known as 20-20-20 for 2020.
A perspective on infrastructure and energy security in the transitionIngeteam Wind Energy
The report from consultants Artelys and Climact, backed by WWF and others, finds that the existing pan-European infrastructure can manage wide-ranging demand levels and potential supply disruptions. Adding much more gas infrastructure is not only unnecessary for security of supply, it also creates a risk of expensive stranded assets.
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Highlights:
* Focuses on key regulatory issues associated with the deployment of VRE sources, especially wind and solar power.
* Charts progression of regulatory issues across early, intermediate, and advanced stages of VRE penetration.
* Common thread of progression is interdependency between facilitating new VRE generation, ensuring adequate grid infrastructure, and ensuring short- and long-term security of supply.
* Key to VRE deployment is integration of all significant changes to a power system.
* VRE integration is a complex issue, involving various actors, assets, and feedback loops.
Relying almost entirely on energy from variable renewable energy sources (vRES) will require a transformation in the way power systems are planned and operated. This report outlines steps for overcoming the challenges in creating power systems with the flexibility needed to maintain system security and reliability while relying primarily on variable energy resources. The work is largely a synthesis of the many reports and studies on this subject. It seeks to summarize that body of work for a less technical audience that will need to put in place the policies, technical changes, and institutional systems necessary to make the power system of the future a reality. For this work we gathered opinions from a dedicated power system flexibility advisory panel, through two meetings, e- mail exchanges, and an online survey.
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https://alandix.com/academic/papers/synergy2024-epistemic/
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Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Accelerate your Kubernetes clusters with Varnish Caching
Organizational changes and management challenges induced by new operational security requirements and trends for integration of european ts os
1. Industrial Engineering Letters
ISSN 2224-6096 (Paper) ISSN 2225-0581 (online)
Vol.3, No.9, 2013
www.iiste.org
Organizational Changes and Management Challenges Induced by
New Operational Security Requirements and Trends for
Integration of European TSOs
Zsolt Bertalan1, Zoltán Csedő2,3, Ádám Tamus4
MAVIR Hungarian Independent Transmission Operator Company Ltd.
2
Innotica Group
3
Corvinus University of Budapest, Faculty of Business Administration, Institute of Management
4
Budapest University of Technology and Economics, Faculty of Electrical Engineering and Informatics,
Department of Electric Power Engineering
1
E-mail of the corresponding author: tamus.adam@vet.bme.hu
Abstract
A rapid rate of change characterizes European electricity markets. New government regulations, new products
and services, growing renewables, increased competition, technological developments, and an evolving
workforce compel Transmission System Operators to undertake changes on a regular basis. Current operational
security requirements and trends for integration of some functions of European TSOs might imply significant
organizational changes.
In our current paper, we address the key management challenges induced by organizational changes of European
TSOs. We join the debate of scholars and industry professionals of change management with a clear need of
revisiting some fundamental questions in relation of TSOs and their operational security.
Based on our research, we can conclude that European TSOs should engage in continuous organizational
changes to achieve higher performance and coordination among themselves. A key question of decision-makers
is how to identify champions who will become local change agents in their organizations. Change agents must be
efficient in handling resistance to change.
In a rapidly changing environment, the knowledge that is most useful to TSOs helps them change and perform
effectively. To achieve relevance and generate knowledge that is useful for TSOs there is a need for cooperation
between academics and industry professionals to fully understand complex problems and contribute to solutions.
Keywords: Organizational changes, change management, knowledge management, TSO, operational security,
European electricity market
1. Introduction
The energy market liberalization process in Europe is increasingly focused on electricity market integration and
related cross border issues. This signals that the liberalization of national electricity markets is now closer to the
long-term objective of a single European energy market. The interface between the national electricity markets
requires physical interconnections and technical arrangements, as well as implies significant managerial
challenges. The emerging regional electricity markets need to develop appropriate rules to ensure security of
supply at the level of the region (Jamasb and Pollitt 2005). Furthermore, this is going to induce organizational
changes within European TSOs.
To ensure the Operational Security of the interconnected transmission systems it is essential that a common set
of minimum requirements for European Union–wide Operational Security principles is defined for the crossborder cooperation between the TSOs and for utilizing relevant characteristics of the connected DSOs and
Significant Grid Users. The Operational Security Network Code will provide the basis for the power system to
function with a satisfactory level of security and quality of supply, as well as efficient utilization of infrastructure
and resources (ENTSO-E 2013). It will do so by focusing on:
• common operational security principles,
• pan-European operational security,
• coordination of system operation, and
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some important aspects for grid users connected to the transmission grid.
Managerial challenges within the organizations of the changing electricity market, however, are not properly
addressed across Europe. For instance, a representative survey among experts and decision-makers in the Swiss
electricity sector shows that Switzerland will face insecurity in energy supply if risks are not managed
successfully (Wohlfahrtstätter and Boutellier 2010). The same experts identify an insufficient risk management.
Research show, that a country like Switzerland, seems to lack a clear and common understanding of the secure
energy supply, as well as how to address related management challenges.
Regional integration trends of transmission system operators’ functions give an increased focus to the arising
management challenges. The Nordic countries are seeking to fully integrate their grids so that they operate under
a single management. While a number of vertically integrated utilities elsewhere in Europe are also proposing to
create an integrated, independent transmission system operator (MarketWatch 2007).
The Nordic power system is undoubtedly the most integrated in Europe. Through close co-operation, Denmark,
Finland, Norway and Sweden have been able to make substantial progress in congestion management, balancing,
market coupling and monitoring, which has led to enhanced interconnection capacity and cross border power
flows, hence increased security of supply in the region.
Nevertheless, complications have arisen in making the final step towards full TSO integration. Reportedly,
Swedish TSO Svenska Kraftnat is hesitant about the move as it sees it as impractical and unrealistic. Svenska
Kraftnat believes that complete integration would require NordReg to increase its authority. This could prove
arduous, as sovereignty issues would arise when integrating and reconciling conflicting national laws.
A similar move towards TSO integration is being made elsewhere in Europe. In an effort to counter the EU's
current proposal to unbundle transmission and distribution assets, a number of vertically integrated European
utilities have proposed forming an integrated and independent TSO that would span Belgium, France, Germany,
Luxembourg and the Netherlands.
In our current article, we address the key management challenges induced by organizational changes due to
operational security requirements and trends for integration of European TSOs. We join the debate of scholars
and industry professionals of change management with a clear need of revisiting some fundamental questions in
relation of TSOs and their operational security (By, Burnes et al. 2011).
2. European TSOs should engage in continuous organizational changes to achieve higher performance
The move towards an integrated European electricity market implies continuous environmental changes for
market players. In spite of this, European TSOs tend to develop silos in their organizations, which often resist the
pro-active accommodation to the changes of the external environment.
There is significant evidence that corporations periodically need to shake themselves up, regardless of their
competitive landscape. Even if the external environment is not changing in ways that demand a response, the
internal environment probably is. The human dynamics within an organization are constantly shifting, and
require the organization to change along with them. Over time, informal networks mirror the formal structure,
which is how silos develop (Vermeulen, Puranam et al. 2010).
To determine the direction of changes it is essential to get a clear picture of TSOs’ current market position and
stakeholder expectations. Research show that many senior leaders lack that clarity, primarily because TSOs tend
to put too much emphasis on comparing their present selves with their past selves and too often declare victory if
they've improved (Raynor and Ahmed 2013).
New directions within TSOs, new organizational changes get people to start forming new networks, making the
organization as a whole more creative. It also disrupts all the routines in an organization that collectively stifle
innovation and adaptability. Finally, restructuring breaks up the outdated power structures that may be quietly
misdirecting TSOs' resource allocation.
To achieve efficient operations, TSOs must reconcile stability, reliability, and exploitation with change,
innovation, and exploration. These imperatives and mechanisms that support them are generally seen as
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incompatible and mutually exclusive. Research shows, however, an alternative: a duality view in which stability
and change are fundamentally interdependent - contradictory but also mutually enabling (Farjoun 2010). Farjoun
argues, while Exploitation and Exploration is oppositional, Stability Enabled Change and Change Enabled
Stability is complementary (Figure 1.)
Corporate strategic changes could occur in four distinct rhythms, which are classified as either regular or
irregular: focused, punctuated, and temporarily switching (Klarner and Raisch 2013). Companies that change
regularly outperform those that change irregularly. Regular and sequential balance between change and stability
is associated with long-term success.
Unsuccessful transitions almost always founder during at least one of the following phases: generating a sense of
urgency, establishing a powerful guiding coalition, developing a vision, communicating the vision clearly and
often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of victory,
and embedding changes in the corporate culture. Realizing that change usually takes a long time, can improve
the chances of success (Kotter 2007).
Project duration is also an important success factor according to other scholars, as well. There is a consistent
correlation between the outcomes of change programs (success versus failure) and four hard factors, which are
called DICE (Sirkin, Keenan et al. 2005):
• project duration, particularly the time between project reviews;
• integrity of performance, or the capabilities of project teams;
• the level of commitment of senior executives and staff; and
• the additional effort required of employees directly affected by the change.
The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to
implement, its change initiatives.
Since 70 percent of IT-enabled change projects fail, this is another focus area for TSOs. Research demonstrates
that one of the major reasons for this is that managers treat IT as an isolated and mechanical tool that is and
should be set aside and managed by the IT department. The underlying principle is that once the “IT people”
unleash the new technology, change spreads throughout the organization and employees simply and
automatically adapt to the new circumstances (Markus 2004).
In short, managers often think that IT will take care of itself once it is implemented. What they tend to forget,
however, is that IT is intimately interlinked with the organization and the way people go about their daily work.
As a result, successful IT-enabled change implies managing both the IT itself and its social and organizational
implications (Iveroth 2010).
3. Carefully selected change agents are able to drive high performance in European TSOs
A rapid rate of change characterizes European electricity markets. New government regulations, new products,
growth, increased competition, technological developments, and an evolving workforce compel TSOs to
undertake at least moderate change on a regular basis. Yet few major changes are greeted with open arms by
employers and employees; they often result in protracted transitions, deadened morale, emotional upheaval, and
the costly dedication of managerial time (Kotter and Schlesinger 2008).
European TSOs often employ people with similar educational background and similar track records in their
professional careers. Empirical research investigates how organizations’ reliance on employees’ prior
educational and employment affiliations for both employment relationships and interorganizational relationships
contributes to inertia in organizational networks (Rider 2012). Therefore heterogeneity in education and work
history is an important future direction for TSOs to drive changes in both inter and intraorganizational networks.
Nowadays, TSOs are increasingly required to improve their ability to enhance employees' support or acceptance
for change initiatives. In studies that have examined the conditions in which employees support organizational
change, researchers have focused on various attitudinal constructs that represent employees' attitudes toward
organizational change. The constructs, which frequently serve as key variables in these studies, include (Choi
2011):
• readiness for change,
• commitment to change,
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openness to change, and
cynicism about organizational change.
A key question of decision-makers is how to identify champions who will become local change agents in their
organizations. The informal channels of influence on which change agents rely to build coalitions, overcome
resistance, and shift attitudes toward new ideas emerge as important engines of change within an organization
(Battilana and Casciaro 2012). Change agents can be unaware that their social networks in their organizations
may be ill suited to the type of change they wish to introduce.
Predictors of change agents' success emphasize the importance of networks of personal relationships (Battilana
and Casciaro 2013):
• Change agents who were central in the organization's informal network had a clear advantage,
regardless of their position in the formal hierarchy.
• People who bridged disconnected groups or individuals were more effective at implementing dramatic
reforms. The resisters in their networks did not necessarily know one another and so were unlikely to
form a coalition. Change agents with cohesive networks, in which all individuals were connected, were
better at instituting minor changes. Their contacts rallied around the initiative and helped convince
others of its importance.
• Being close to people who were ambivalent about a change was always beneficial. In the end, fencesitters were reluctant to disappoint a friend. But close relationships with resisters were a double-edged
sword: Such ties helped push through minor initiatives, but were a hindrance when attempting major
change.
Change agents must be efficient in handling resistance to change. Most current research recommend seeing
resistance for what it really is -feedback- and propose five ways for change agents to use that feedback to effect
change more productively (Ford and Ford 2009):
1. Boost awareness. In the early stages, if the only way to keep the conversation about change alive is to
entertain highly charged discussions, so be it. A complete lack of feedback can sound the death knell for
change.
2. Return to purpose. Employees need to know not only what will change, but why the new reality will be
better. Don't be shy about offering explanations as directly as possible.
3. Change the change. People who resist change are often the ones most concerned about getting things
right. Give them the chance to help you make a good change initiative better.
4. Build participation and engagement. Heed feedback even when it doesn't seem likely to yield objective
improvements. The ownership people feel when you adopt their best ideas will pay off in ways you
often cannot foresee.
5. Complete the past. A legacy of bad change can inhibit your change effort, even if you had nothing to do
with the unfortunate history. Acknowledging -and, if possible, correcting- past change failures is often
essential to future success.
Many managers underestimate the variety of reactions to change and their power to influence those responses.
Managers should recognize the most common reasons for resistance (Kotter and Schlesinger 2008):
• a desire not to lose something of value,
• a misunderstanding of the change and its complications,
• a belief that the change does not make sense for the organization, and
• a low tolerance for change in general.
Once they have diagnosed which form of resistance they are facing, managers can choose from an array of
techniques for overcoming it: education and communication, participation and involvement, facilitation and
support, negotiation and agreement, manipulation and co-optation, and both explicit and implicit coercion. In
addition, successful strategic choices for change are both internally consistent and fit at least some key
situational variables (Kotter and Schlesinger 2008):
• The amount and type of resistance that is anticipated.
• The position of the initiators vis-à-vis the resisters (in terms of power, trust, and so forth).
• The locus of relevant data for designing the change and of needed energy for implementing it.
• The stakes involved (for example, the presence or lack of presence of a crisis, the consequences of
resistance and lack of change.)
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The task of the change agents is to develop a culture that supports continuous change and drives high
performance. The key principles to develop a supportive organizational culture are, as follows (Katzenbach,
Steffen et al. 2012):
1. Matching strategy to culture. Culture trumps strategy every time, no matter how brilliant the plan, so the
two need to be in alignment.
2. Focusing on a few critical shifts in behavior. Wholesale change is hard; choose a focus wisely.
3. Honoring the strengths of the existing culture. Every culture is the product of good intentions and has
strengths.
4. Integrating formal and informal interventions. Don’t just implement new rules and processes; identify
“influencers” who can bring other employees along.
5. Measuring and monitoring cultural evolution.
Not only internal, but also external stakeholders play an important role in change programs (Ostroff 2006). TSOs
should put significant emphasis on addressing external stakeholders’ resistance to changes, as well.
4. Conclusion
The major challenge for TSOs today is navigating high levels of turbulence. They operate in dynamic
environments, in societies where the aspirations and purposes of various stakeholders change over time. They
have access to ever-increasing technological capabilities and information. In a rapidly changing environment, the
knowledge that is most useful to TSOs helps them change and perform effectively. (Mohrman and Edward E.
Lawler 2012)
Essential knowledge for TSOs includes:
• transmission system operation and network development
• middle- and long-term planning of the European / regional / national power systems
• facilitating the activity of market players in electricity trade
In addition to that, essential knowledge is also:
• Continuous change management that drives high performance
• Selection and management of change agents who are key players in change programs and overcoming
resistance to change
• Identifying, managing and sharing essential knowledge across different departments and divisions, but
also across countries and regions
As regional electricity markets emerge, and as new technologies have enabled new ways of organizing, TSOs
have assumed new forms and crafted new business models and processes. To achieve relevance and generate
knowledge that is useful for TSOs there is a need for cooperation between academics and industry professionals
to fully understand complex problems and contribute to solutions. (Drayton and Budinich 2010)
One axiomatical area of cooperation between these partners might be innovation since the need for constant
development and ever-increasing challenges in transmission system operation require the combination of
industry knowledge and academics' power of conception.
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Mechanisms
(processes, practices, forms)
Stability
Habits, routines,
institutions, discipline,
tight coupling, limits,
commitments, control, and
low variance
1. Exploitation
Stability
Continuity, low
variance,
predictability,
regularity,
and reliability
Outcomes
(performances,
objectives)
Change
Adaptability,
high variance,
innovation, and
flexibility
• Control reduces variation
• Standardized routines
and formalization lead to
efficiency and undermine
• Commitment and
specialization enhance
reliability and reduce
adaptability
3. Stability enables
change
• Control enables design
and invention
• Routines and
formalization help manage
the nonroutine
• Commitment and
specialization enhance
adaptability
Change
Search, mindfulness,
redundancy, openness,
preoccupation with failure,
imagination, and variety
2. Change enables stability
• Redundancy and loose
coupling increase reliability
• Moderate experimentation
mitigates drastic failures
• Doubt and mindfulness
foster security and
continuity
4. Exploration
• Redundancy and loose
coupling promote flexibility
and innovation
• Experimentation promotes
adaptability and undermines
reliability
• Doubt stimulates discovery
and change
Figure 1.
Classification of Stability and Change Relationships (Farjoun 2010)
References
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Global Round-up 6(11): 155-156.
Battilana, J. and T. Casciaro (2012). "Change Agents, Networks, and Institutions: A Contingency Theory of
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Battilana, J. and T. Casciaro (2013). "The Network Secrets of Great Change Agents." Harvard Business Review
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Jamasb, T. and M. Pollitt (2005). "Electricity Market Reform in the European Union: Review of Progress toward
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Kotter, J. P. and L. A. Schlesinger (2008). "Choosing Strategies for Change." Harvard Business Review 86(7/8):
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Markus, M. L. (2004). "Technochange management: using IT to drive organizational change." Journal of
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Management Perspectives 26(1): 41-51.
Ostroff, F. (2006). "Change Management in Government." Harvard Business Review 84(5): 141-147.
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Führung und Organisation 79(6): 391-399.
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