Evolving Distribution Grid article in Electric Perspectives magazine Jan-Feb 2015 edition. Article discusses emerging business opportunities for a utility Distribution Services Provider.
Capgemini Report - Energy TransformationsRoger Atkins
This document discusses how utilities companies are facing disruption from new technologies like renewable energy, smart grids, data analytics, and the entrance of large tech companies into the energy market. It argues that utilities must transform themselves from traditional utility companies into energy services companies by improving the customer experience, achieving operational excellence, and developing new business models to harness opportunities in distributed energy, smart buildings, and data insights. The document outlines Capgemini's u2es Transformation approach to help utilities successfully make this transition.
“We are witnessing considerable disruption in the power sector arising from a combination of policy, technological and customer change. It’s creating a transformation in how we think about, produce and use electricity.
In some parts of the world, disruption is already taking a strong hold. In other parts of the world, it is just beginning. It comes on top of the already considerable existing challenges companies face in providing energy security, affordability and sustainability.
Our survey looks at what is driving the change and where it is leading to. Therefore we talked with 73 top-level power & utility company executives from 52 countries all around the world. We include an analysis of some of the principal disruptive factors at work. Looking further ahead, we find that a big majority in our survey expect significant or very significant market model change by 2030. Most think that current business models won’t be sustainable and many think existing business models are already broken.”
- Norbert Schwieters, PwC Global Power & Utilities leader
In many ways, the electricity industry makes an unlikely candidate for disruption. Not much changed between the 1880s, when Thomas Edison began building power stations, and the start of the 21st century. Top business leaders rarely had to think about electricity. They got their electricity from the power plant, or the local utility, or the government, and had little say in how it was produced, delivered, or managed. Utility executives, for their part, could make and execute long-term plans with a great deal of security. Demand tended to rise along with the economy; natural monopolies were the norm.
No longer. Several coincident, significant transformations are causing a revolution in the way electricity — the vital fuel of global commerce and human comfort — is produced, distributed, stored, and marketed. A top-down, centralized system is devolving into one that is much more distributed and interactive. The mix of generation is shifting from high carbon to lower carbon, and, often, to no carbon. In many regions, the electricity business is transforming from a monopoly to a highly competitive arena.
The document summarizes a report on the smart grid and consumers. It finds that while the smart grid aims to establish two-way communication between utilities and consumers, consumer applications have lagged behind. Early smart meter rollouts faced consumer resistance over costs and privacy issues. Surveys show consumers are open to energy management technologies but unwilling to pay much for them. The market for smart grid consumer applications is projected to grow to over $70 billion globally by 2014, but this depends on overcoming challenges in consumer acceptance and engagement.
Australian Energy Week - The Utility of the Future must act now - June 2016Mark Coughlin
The document discusses factors driving changes in the utility industry and the need for utilities to adapt. Key factors include new technologies like solar, storage and electric vehicles, as well as changing customer demands for control and services. This is shifting value away from centralized generation towards distributed resources and customer-focused offerings. The utility of the future will need new business models centered around the customer, from traditional commodity supply to enabling customer solutions. While some technologies are still maturing, the convergence of customer pull and technology push means utilities cannot wait to act and must start adapting their business models now.
Big Data has made it easier to gain loyal and happy customers in the utilities industry. It improves the ability of companies to quickly identify underlying issues and nip complaints in the bud.
Through big data analytics, utilities can improve customer experience, address changing demands, solve experience-related issues, manage grids more efficiently and gain full control of their resources. Read this paper to find out more.
Competition in the electricity market promotes customer choice, innovation, savings, and clean energy resources according to Exelon. Customers in competitive markets can choose from dozens of electricity product offerings and suppliers have incentives to create new innovative products and services. Competition also provides long-term savings opportunities for customers as electricity prices have fallen in many competitive states. Additionally, competitive markets drive economic growth and job creation as businesses benefit from lower energy costs.
Research Presentation: What’s Next for Customer Energy Management?Jill Kirkpatrick
The document discusses trends in customer energy management and the grid edge. It notes that residential and non-residential solar PV installations are expected to reach almost 60 GWdc by 2024 in the US. Energy storage deployments are forecasted to hit 500 MW annually in 2021, driven by grid services and solar-plus-storage projects. Utilities are increasingly investing in data analytics platforms and customer engagement applications to optimize operations and monetize customer data from advanced metering infrastructure. Several case studies provide examples of programs utilities are implementing to encourage adoption of distributed energy resources and flexibility services.
Capgemini Report - Energy TransformationsRoger Atkins
This document discusses how utilities companies are facing disruption from new technologies like renewable energy, smart grids, data analytics, and the entrance of large tech companies into the energy market. It argues that utilities must transform themselves from traditional utility companies into energy services companies by improving the customer experience, achieving operational excellence, and developing new business models to harness opportunities in distributed energy, smart buildings, and data insights. The document outlines Capgemini's u2es Transformation approach to help utilities successfully make this transition.
“We are witnessing considerable disruption in the power sector arising from a combination of policy, technological and customer change. It’s creating a transformation in how we think about, produce and use electricity.
In some parts of the world, disruption is already taking a strong hold. In other parts of the world, it is just beginning. It comes on top of the already considerable existing challenges companies face in providing energy security, affordability and sustainability.
Our survey looks at what is driving the change and where it is leading to. Therefore we talked with 73 top-level power & utility company executives from 52 countries all around the world. We include an analysis of some of the principal disruptive factors at work. Looking further ahead, we find that a big majority in our survey expect significant or very significant market model change by 2030. Most think that current business models won’t be sustainable and many think existing business models are already broken.”
- Norbert Schwieters, PwC Global Power & Utilities leader
In many ways, the electricity industry makes an unlikely candidate for disruption. Not much changed between the 1880s, when Thomas Edison began building power stations, and the start of the 21st century. Top business leaders rarely had to think about electricity. They got their electricity from the power plant, or the local utility, or the government, and had little say in how it was produced, delivered, or managed. Utility executives, for their part, could make and execute long-term plans with a great deal of security. Demand tended to rise along with the economy; natural monopolies were the norm.
No longer. Several coincident, significant transformations are causing a revolution in the way electricity — the vital fuel of global commerce and human comfort — is produced, distributed, stored, and marketed. A top-down, centralized system is devolving into one that is much more distributed and interactive. The mix of generation is shifting from high carbon to lower carbon, and, often, to no carbon. In many regions, the electricity business is transforming from a monopoly to a highly competitive arena.
The document summarizes a report on the smart grid and consumers. It finds that while the smart grid aims to establish two-way communication between utilities and consumers, consumer applications have lagged behind. Early smart meter rollouts faced consumer resistance over costs and privacy issues. Surveys show consumers are open to energy management technologies but unwilling to pay much for them. The market for smart grid consumer applications is projected to grow to over $70 billion globally by 2014, but this depends on overcoming challenges in consumer acceptance and engagement.
Australian Energy Week - The Utility of the Future must act now - June 2016Mark Coughlin
The document discusses factors driving changes in the utility industry and the need for utilities to adapt. Key factors include new technologies like solar, storage and electric vehicles, as well as changing customer demands for control and services. This is shifting value away from centralized generation towards distributed resources and customer-focused offerings. The utility of the future will need new business models centered around the customer, from traditional commodity supply to enabling customer solutions. While some technologies are still maturing, the convergence of customer pull and technology push means utilities cannot wait to act and must start adapting their business models now.
Big Data has made it easier to gain loyal and happy customers in the utilities industry. It improves the ability of companies to quickly identify underlying issues and nip complaints in the bud.
Through big data analytics, utilities can improve customer experience, address changing demands, solve experience-related issues, manage grids more efficiently and gain full control of their resources. Read this paper to find out more.
Competition in the electricity market promotes customer choice, innovation, savings, and clean energy resources according to Exelon. Customers in competitive markets can choose from dozens of electricity product offerings and suppliers have incentives to create new innovative products and services. Competition also provides long-term savings opportunities for customers as electricity prices have fallen in many competitive states. Additionally, competitive markets drive economic growth and job creation as businesses benefit from lower energy costs.
Research Presentation: What’s Next for Customer Energy Management?Jill Kirkpatrick
The document discusses trends in customer energy management and the grid edge. It notes that residential and non-residential solar PV installations are expected to reach almost 60 GWdc by 2024 in the US. Energy storage deployments are forecasted to hit 500 MW annually in 2021, driven by grid services and solar-plus-storage projects. Utilities are increasingly investing in data analytics platforms and customer engagement applications to optimize operations and monetize customer data from advanced metering infrastructure. Several case studies provide examples of programs utilities are implementing to encourage adoption of distributed energy resources and flexibility services.
How the Energy Efficiency sector can embrace Exponential Leadership principles to spark meaningful change for the environment. Oct 2019 Keynote presentation at The Power of Collaboration conference hosted by ESG / Direct Technology.
This document provides a summary and analysis of the AC-DC Power Supplies: Worldwide Forecasts, Tenth Edition report. It forecasts that the AC-DC power supply market will grow from $1.7 billion in 2011 to over $2.2 billion in 2016, with emerging applications in smart grids, solid-state lighting, and building automation growing three times faster than traditional applications. While traditional markets will continue to be important, the report finds that new technologies will provide significant opportunities for embedded power supply manufacturers. The 90+ tables and graphs in the report provide a detailed outlook on growth opportunities across 41 applications in various industries over the forecast period.
The document discusses the need for smart grids and participative energy consumers. It notes that smart grids provide opportunities through two-way communication and information sharing between utilities and consumers. This allows for demand response programs, integration of renewable energy, and increased system reliability. However, adding value for consumers through new services is still unclear. The document calls for merging sectors through cross-sector collaboration and enabling market-driven innovation to develop solutions that incentivize consumer participation in grid management.
Revue de presse IoT / Data du 19/02/2017Romain Bochet
Bonjour,
Voici la revue de presse IoT/data/energie du 19 février 2017. Au sommaire :
- Why IoT is key to industrial energy efficiency
- How Technology Influences the Future of Energy Management
- Disruption at the Edge: IoT Transforming Energy Grids
- Arkados Partners with SparkFund to Offer Lighting-as-a-Service To Commercial and Industrial Customers
- IoT And AI: Improving Customer Satisfaction
- Flutura raises US$7.5M Series A to provide industrial IoT to engineering, energy firms
- IoT Tech Expo: Convergence of Tech, Business Model Innovation, Collaboration and Smart Cities
- Sigfox to Transform Global Asset Tracking with Spot’it, a Low Cost GPS-free Geolocation Service
Smart cities: Understanding policies, standards, applications and case studies IJECEIAES
This document discusses smart cities and the key building blocks and technologies involved. It outlines four main building blocks - people and environment, smart utilities, smart technologies, and smart administration. Smart utilities are described as the organizations that provide infrastructure services to citizens and must adopt new technologies. Various technologies are discussed including IoT, big data, blockchain and their applications to areas like utilities management, transportation, and environment monitoring. The document also covers policies, standards, and case studies related to building smart cities.
Strategies to Monetize Energy Data - How Utilities Can Increase Their 'Earnin...Indigo Advisory Group
In this piece we highlight the utility data monetization imperative and how utilities can build the right strategies to take advantage of this opportunity
Managing the Energy Information Grid - Digital Strategies for UtilitiesIndigo Advisory Group
In this piece we highlight the digital imperative for the industry and how utilities can optimize their digital strategies, build business cases and incorporate emerging technologies.
Shared Economy & Open Data in #EnergyEfficiency MarketsUmesh Bhutoria
Paper orginally written for presentation at the AEEE Conclave. It failed to make the cut for final round, we thought we would still let people review it and engage!
Paper talks about our path-breaking work on helping open up data for greater good and value creation
Silicon Valley Bank Energy Efficiency Report: Key Sector TrendsSilicon Valley Bank
SVB's Energy Efficiency Report provides perspective on the key players and most compelling trends in the Energy sector. Topics covered include VC and government funding in the energy efficiency market; industry trends related to regulation, consumer demand and technology enhancements; and an overview of financing for energy companies.
In this piece, we explore how AI has the potential to deliver the active management that will be required for the grid of the future. Powerful intelligence will be able to balance grids, manage demand, negotiate actions, enable self-healing and facilitate a host of new products and services.
Consumers have become increasingly committed to involvement in media and entertainment, and may follow this example in the energy industry. The document discusses how consumers are taking on more active roles in industries like media and entertainment due to technology advances and a desire for more choice and control. This shift in consumer attitudes and the advancement of new technologies will radically redefine the relationship between utilities and consumers in the energy industry. The next five years will be pivotal as consumer needs expand and utilities will need to respond by revising strategies and operations to prepare for a more participatory market.
This document provides an overview of the challenges facing the utilities sector in the UK. It discusses the intense political pressure over affordability and security of supply that the energy and water industries are facing. The utilities sector believes the current political climate is threatening its ability to secure necessary investment and that regulation has become more susceptible to political pressure. However, the utilities sector also recognizes opportunities to restore public trust by improving customer service, communications, and responsiveness to issues. The overview indicates the sectors will need to balance priorities of reducing carbon emissions, ensuring security of supply, and keeping prices affordable.
The document discusses the growing potential for grid parity of solar power in India. It predicts that utility-scale grid parity could occur earlier than previously estimated, between 2017-2019. This is due to steep falls in solar panel prices and rising costs of conventional electricity. Grid parity may also be reached earlier for commercial and industrial consumers, whose tariffs have risen above the delivered cost of solar power in some areas. The document recommends that government and utilities encourage the rooftop solar market to help address power shortages and high utility losses, through policies like net metering.
EU Standards for Energy Efficiency Support GaN Tech During COVID-19 Pandemic
The year 2020 is being known as the year of GaN-based adapters and chargers. Work-from-home protocols have created revenue streams for companies in the GaN-based power supply adapter market. Manufacturers are seen to create new models of adapters and chargers for handheld gaming devices, tablets, and phones. It is expected that 2021 will witness the rise of multi-port adapters.
This document summarizes a webinar on opportunities for customer relationship management (CRM) in the smart grid. The webinar featured a panel of experts discussing topics like the consumer experience with smart meters and pricing programs, opportunities for utilities to provide customers with energy usage information and pricing choices, and challenges and opportunities for CRM in educating customers and protecting privacy as the smart grid develops. The panelists represented utilities, technology companies, and consulting organizations.
The document summarizes Indigo Advisory Group's utility strategic planning services. It outlines their UtiliSME methodology which provides strategic planning, management, and execution services to utilities. The methodology involves conducting an assessment, developing strategic goals and initiatives, defining metrics and KPIs, and creating an implementation plan. It also discusses trends impacting utilities and the importance of strategic planning given changes in areas like regulation, markets, technology, and customer behavior.
The document discusses the transformation of the energy industry due to the smart energy revolution. Key points include:
- Technology is enabling new opportunities through smart meters, micro-generation, electric vehicles and battery storage. Customers will have more options and control over their energy usage.
- By 2025, unpredictable renewable energy sources like wind and solar could account for 40% of installed capacity in the UK. Smart grid technologies will help these sources efficiently integrate with the energy system.
- Traditional energy players need to adapt to this changing landscape driven by policies and new technologies. New business models are emerging from retailers, aggregators and other service providers.
- Baringa consulting has experience supporting this transformation across the value
Volunteer Energy (VE) is an energy provider based in Ohio that serves customers in Ohio, Michigan, and Pennsylvania. VE has over 50 years of experience in deregulated midwestern energy markets. VE aggregates regional loads to negotiate competitive and consistent pricing for its customers as an independent expert. VE's services include conducting energy assessments, managing procurement processes, and monitoring markets and contracts for opportunities to save customers money over the long run.
The document discusses trends in the U.S. energy industry, including growth in renewable energy sources and the transition to a smarter electric grid. Key points include:
- Renewable energy such as solar and wind are gaining market share in the U.S. and investments in renewables are expected to reach $700 billion over the next two decades.
- The smart grid subsector is modernizing distribution and transmission systems through technologies like smart meters and is projected to provide $130 billion in annual benefits to the U.S. economy by 2019.
- Digital technologies are both enabling intelligent grids but also introducing new cybersecurity threats that must be addressed.
Este documento presenta los conceptos clave de la didáctica crítica y describe una situación de aprendizaje diseñada con base en este enfoque para la educación preescolar. Explica que la didáctica crítica propone una relación no dependiente entre profesor-alumno, y que organiza actividades grupales para reconstruir el conocimiento de forma colectiva. También describe los tres momentos del proceso de aprendizaje y presenta una situación de aprendizaje diseñada sobre la vida en la ciudad versus el campo.
Este documento describe una sesión de aprendizaje en una escuela primaria rural. Los estudiantes tienen deficiencias en lectura, escritura y resolución de problemas matemáticos. La sesión se centra en mejorar estas habilidades a través de actividades como reescribir relatos históricos y trabajar con adverbios de tiempo y el uso de la coma. El objetivo es que los estudiantes puedan comunicarse mejor y comprender información de manera crítica.
How the Energy Efficiency sector can embrace Exponential Leadership principles to spark meaningful change for the environment. Oct 2019 Keynote presentation at The Power of Collaboration conference hosted by ESG / Direct Technology.
This document provides a summary and analysis of the AC-DC Power Supplies: Worldwide Forecasts, Tenth Edition report. It forecasts that the AC-DC power supply market will grow from $1.7 billion in 2011 to over $2.2 billion in 2016, with emerging applications in smart grids, solid-state lighting, and building automation growing three times faster than traditional applications. While traditional markets will continue to be important, the report finds that new technologies will provide significant opportunities for embedded power supply manufacturers. The 90+ tables and graphs in the report provide a detailed outlook on growth opportunities across 41 applications in various industries over the forecast period.
The document discusses the need for smart grids and participative energy consumers. It notes that smart grids provide opportunities through two-way communication and information sharing between utilities and consumers. This allows for demand response programs, integration of renewable energy, and increased system reliability. However, adding value for consumers through new services is still unclear. The document calls for merging sectors through cross-sector collaboration and enabling market-driven innovation to develop solutions that incentivize consumer participation in grid management.
Revue de presse IoT / Data du 19/02/2017Romain Bochet
Bonjour,
Voici la revue de presse IoT/data/energie du 19 février 2017. Au sommaire :
- Why IoT is key to industrial energy efficiency
- How Technology Influences the Future of Energy Management
- Disruption at the Edge: IoT Transforming Energy Grids
- Arkados Partners with SparkFund to Offer Lighting-as-a-Service To Commercial and Industrial Customers
- IoT And AI: Improving Customer Satisfaction
- Flutura raises US$7.5M Series A to provide industrial IoT to engineering, energy firms
- IoT Tech Expo: Convergence of Tech, Business Model Innovation, Collaboration and Smart Cities
- Sigfox to Transform Global Asset Tracking with Spot’it, a Low Cost GPS-free Geolocation Service
Smart cities: Understanding policies, standards, applications and case studies IJECEIAES
This document discusses smart cities and the key building blocks and technologies involved. It outlines four main building blocks - people and environment, smart utilities, smart technologies, and smart administration. Smart utilities are described as the organizations that provide infrastructure services to citizens and must adopt new technologies. Various technologies are discussed including IoT, big data, blockchain and their applications to areas like utilities management, transportation, and environment monitoring. The document also covers policies, standards, and case studies related to building smart cities.
Strategies to Monetize Energy Data - How Utilities Can Increase Their 'Earnin...Indigo Advisory Group
In this piece we highlight the utility data monetization imperative and how utilities can build the right strategies to take advantage of this opportunity
Managing the Energy Information Grid - Digital Strategies for UtilitiesIndigo Advisory Group
In this piece we highlight the digital imperative for the industry and how utilities can optimize their digital strategies, build business cases and incorporate emerging technologies.
Shared Economy & Open Data in #EnergyEfficiency MarketsUmesh Bhutoria
Paper orginally written for presentation at the AEEE Conclave. It failed to make the cut for final round, we thought we would still let people review it and engage!
Paper talks about our path-breaking work on helping open up data for greater good and value creation
Silicon Valley Bank Energy Efficiency Report: Key Sector TrendsSilicon Valley Bank
SVB's Energy Efficiency Report provides perspective on the key players and most compelling trends in the Energy sector. Topics covered include VC and government funding in the energy efficiency market; industry trends related to regulation, consumer demand and technology enhancements; and an overview of financing for energy companies.
In this piece, we explore how AI has the potential to deliver the active management that will be required for the grid of the future. Powerful intelligence will be able to balance grids, manage demand, negotiate actions, enable self-healing and facilitate a host of new products and services.
Consumers have become increasingly committed to involvement in media and entertainment, and may follow this example in the energy industry. The document discusses how consumers are taking on more active roles in industries like media and entertainment due to technology advances and a desire for more choice and control. This shift in consumer attitudes and the advancement of new technologies will radically redefine the relationship between utilities and consumers in the energy industry. The next five years will be pivotal as consumer needs expand and utilities will need to respond by revising strategies and operations to prepare for a more participatory market.
This document provides an overview of the challenges facing the utilities sector in the UK. It discusses the intense political pressure over affordability and security of supply that the energy and water industries are facing. The utilities sector believes the current political climate is threatening its ability to secure necessary investment and that regulation has become more susceptible to political pressure. However, the utilities sector also recognizes opportunities to restore public trust by improving customer service, communications, and responsiveness to issues. The overview indicates the sectors will need to balance priorities of reducing carbon emissions, ensuring security of supply, and keeping prices affordable.
The document discusses the growing potential for grid parity of solar power in India. It predicts that utility-scale grid parity could occur earlier than previously estimated, between 2017-2019. This is due to steep falls in solar panel prices and rising costs of conventional electricity. Grid parity may also be reached earlier for commercial and industrial consumers, whose tariffs have risen above the delivered cost of solar power in some areas. The document recommends that government and utilities encourage the rooftop solar market to help address power shortages and high utility losses, through policies like net metering.
EU Standards for Energy Efficiency Support GaN Tech During COVID-19 Pandemic
The year 2020 is being known as the year of GaN-based adapters and chargers. Work-from-home protocols have created revenue streams for companies in the GaN-based power supply adapter market. Manufacturers are seen to create new models of adapters and chargers for handheld gaming devices, tablets, and phones. It is expected that 2021 will witness the rise of multi-port adapters.
This document summarizes a webinar on opportunities for customer relationship management (CRM) in the smart grid. The webinar featured a panel of experts discussing topics like the consumer experience with smart meters and pricing programs, opportunities for utilities to provide customers with energy usage information and pricing choices, and challenges and opportunities for CRM in educating customers and protecting privacy as the smart grid develops. The panelists represented utilities, technology companies, and consulting organizations.
The document summarizes Indigo Advisory Group's utility strategic planning services. It outlines their UtiliSME methodology which provides strategic planning, management, and execution services to utilities. The methodology involves conducting an assessment, developing strategic goals and initiatives, defining metrics and KPIs, and creating an implementation plan. It also discusses trends impacting utilities and the importance of strategic planning given changes in areas like regulation, markets, technology, and customer behavior.
The document discusses the transformation of the energy industry due to the smart energy revolution. Key points include:
- Technology is enabling new opportunities through smart meters, micro-generation, electric vehicles and battery storage. Customers will have more options and control over their energy usage.
- By 2025, unpredictable renewable energy sources like wind and solar could account for 40% of installed capacity in the UK. Smart grid technologies will help these sources efficiently integrate with the energy system.
- Traditional energy players need to adapt to this changing landscape driven by policies and new technologies. New business models are emerging from retailers, aggregators and other service providers.
- Baringa consulting has experience supporting this transformation across the value
Volunteer Energy (VE) is an energy provider based in Ohio that serves customers in Ohio, Michigan, and Pennsylvania. VE has over 50 years of experience in deregulated midwestern energy markets. VE aggregates regional loads to negotiate competitive and consistent pricing for its customers as an independent expert. VE's services include conducting energy assessments, managing procurement processes, and monitoring markets and contracts for opportunities to save customers money over the long run.
The document discusses trends in the U.S. energy industry, including growth in renewable energy sources and the transition to a smarter electric grid. Key points include:
- Renewable energy such as solar and wind are gaining market share in the U.S. and investments in renewables are expected to reach $700 billion over the next two decades.
- The smart grid subsector is modernizing distribution and transmission systems through technologies like smart meters and is projected to provide $130 billion in annual benefits to the U.S. economy by 2019.
- Digital technologies are both enabling intelligent grids but also introducing new cybersecurity threats that must be addressed.
Este documento presenta los conceptos clave de la didáctica crítica y describe una situación de aprendizaje diseñada con base en este enfoque para la educación preescolar. Explica que la didáctica crítica propone una relación no dependiente entre profesor-alumno, y que organiza actividades grupales para reconstruir el conocimiento de forma colectiva. También describe los tres momentos del proceso de aprendizaje y presenta una situación de aprendizaje diseñada sobre la vida en la ciudad versus el campo.
Este documento describe una sesión de aprendizaje en una escuela primaria rural. Los estudiantes tienen deficiencias en lectura, escritura y resolución de problemas matemáticos. La sesión se centra en mejorar estas habilidades a través de actividades como reescribir relatos históricos y trabajar con adverbios de tiempo y el uso de la coma. El objetivo es que los estudiantes puedan comunicarse mejor y comprender información de manera crítica.
Este documento presenta una situación de aprendizaje sobre el análisis del parásito Toxocara canis en el laboratorio de química. La sesión incluyó una introducción a la didáctica crítica y momentos metódicos de apertura, desarrollo y cierre. Los estudiantes realizaron la práctica de identificar el parásito a través de un análisis microscópico usando varios materiales y procedimientos, y luego completaron una evaluación por rubrica.
El documento describe un plan de estudios para un curso de comercio electrónico en la Universidad Tecnológica de Tecámac basado en la didáctica crítica. El profesor guía a los estudiantes para que diseñen una tienda virtual aplicando conceptos como segmentación de mercado e investigación de mercados. El estudiante aprende a través de la práctica en el laboratorio y cuestionando los temas. Al final del curso, los estudiantes podrán administrar un negocio en línea considerando estrategias de mercadeo y
Este documento contiene las respuestas de un estudiante de segundo grado a un examen del primer bimestre en las asignaturas de Español, Matemáticas, Exploración de la Naturaleza y la Sociedad y Formación Cívica y Ética. El examen contiene preguntas como completar palabras, unir dibujos con sus nombres, identificar tipos de textos, resolver problemas matemáticos y seleccionar respuestas sobre temas de salud, historia y ciudadanía.
Transforming the utilities industry through bpo by teleperformanceTeleperformance
The document summarizes challenges facing the US utilities industry, including lower energy consumption and revenues due to economic factors, changing customer usage patterns, pricing constraints, deregulation, and environmental regulations. It also discusses the need for utilities companies to manage costs and focus on customer experience. Outsourcing non-core functions through business process outsourcing is presented as a strategic option to help utilities companies reduce costs, focus on core competencies, and improve performance.
Capgemini ses - smart grid operational services - leveraging technology to ...Gord Reynolds
The document discusses the vision for transforming electric transmission and distribution (T&D) systems into "smart grids" through the use of new technologies. It outlines drivers for change such as aging infrastructure, climate change, customer expectations, and regulatory pressures. The vision is for a grid that can autonomously restore power, support distributed energy resources, provide power quality, and operate with lower costs. This will require upgrading grid hardware with sensors, analyzing collected data in real-time and non-real-time, monitoring and managing the grid, and rebuilding infrastructure to allow bi-directional power flows. The transformation is an evolution that will take years or decades to fully implement across utility service territories.
Steve Avary - Electricity Utility 2 point 0 PaperSteven Avary
The document discusses challenges facing electric utilities in balancing financial metrics with stakeholder objectives like conservation and renewable integration. Innovation is critical but limited by regulatory disincentives as efficiency benefits customers rather than utilities. New performance models like RIIO in the UK and the Iowa model provide incentives for outputs. Technologies like batteries and smart grids have reduced peak demand but require significant investment. Distributed generation also threatens the traditional utility model by enabling customer independence and reducing load growth. New policies are needed to absorb higher costs and share risks between utilities and customers.
European Utility Week - US Business Utility ModelsPaul De Martini
This document summarizes key points about changing US utility business models:
1) Policy drivers like renewable portfolio standards are spurring more distributed energy resource (DER) adoption by customers. Over 80% of the US population is under policies equivalent to the EU's 20/20/20 plan.
2) DER capacity like solar, demand response, and backup generation is projected to reach 30% of total US capacity by 2020, coming entirely from customers.
3) Increasing variable renewable generation and customer DER are changing utility operational needs and requiring more flexible resources to balance the grid.
4) Utilities will need to develop new strategies like offering differentiated energy solutions and facilitating DER markets to maintain competitive advantages
The American Public Power Association’s “Rate Design for Distributed Generation” report examines rate design options for solar and other distributed generation (DG), using public power utility case studies. The report discusses how utilities have educated customers about new rates, and how DG
and non-DG customers responded. While the rate design options have some drawbacks, and might not be technically feasible for all utilities, they offer the industry new models that account for the rate impacts of distributed generation.
The use of DG, particularly rooftop solar photovoltaic (PV), is growing fast. As of October 2014, just under 8,000 megawatts (MW) of solar capacity was installed on residential and business rooftops across the United States (U.S.).1
The growth of DG has been spurred by environmental concerns and economic considerations. Federal and state tax incentives are a driving force behind solar PV installations
and can together cover up to 70 percent of the total cost of solar panels in some states.2 Declining solar panel prices have also fueled growth in rooftop solar. Utility rate structures for distributed generation have provided a significant benefit to solar customers.
As DG becomes more widespread, rate analysts and researchers are developing new rate designs to help ensure that utilities recover their cost of service, encouraging while providing appropriate incentives for rooftop solar deployment.
Utilities can no longer afford to take a wait and see approach in rate design for DG, nor should they assume that old rate designs adopted before the escalation in DG installations will work in the future.
Most utilities in the U.S. use net metering to measure and compensate customers for the generation they produce. However net metering has several shortcomings and results in non-DG customers subsidizing DG customers.
Utilities have options other than traditional net metering. Many public power utilities have adopted new rate designs to serve DG customers. Some of these rate designs supplement net metering by recouping more of their fixed costs through fixed charges, while other designs provide comprehensive alternatives to net metering.
Utility rate setters must balance between simplicity and accuracy, align costs and prices, support environmental stewardship, and ensure that rate designs are well suited to customers. Customer communication and engagement are essential components of the rate-setting process.
This report does not examine every rate design option, nor does it suggest a single best option. It offers alternatives
to traditional net metering, with case studies. Utilities
can consider how they can adapt rate designs to suit their community’s needs, factoring in market structure, state policies, and other considerations.
This document provides an overview of the future of US electric distribution systems over the next 20-30 years. Key trends include the transformation of the industry through distributed energy resources, grid technologies, customer energy management, and social networking. Technology advancements like energy storage, power electronics, sensors, and analytics will fundamentally change distribution system design, investments, and operations. The electric industry is at a tipping point that will require new business models, regulations, and utility roles to accommodate a more dynamic grid and empowered customers.
The changing world of energy is making it increasingly challenging to optimize power reliability, energy costs, and operational efficiency in critical power environments such as
hospitals, data centers, airports, and manufacturing facilities. Utility power grids are getting more dynamic, facility power distribution systems are becoming more complex, and
cyberattacks threaten network stability. More competitive pressures and environmental regulations are pushing expectations for energy efficiency and business sustainability higher than ever. Addressing these challenges requires new
digital tools designed specifically to enable faster response to opportunities and risks related to power system reliability and operations.
Capgemini ses - smart metering pov 2007 (gr)Gord Reynolds
The document discusses how utilities in North America will need to adopt smart metering and advanced metering infrastructure to some degree due to regulatory mandates. It argues that utilities should leverage smart metering as an opportunity to positively influence their business by embracing a fresh approach to managing peak demand and system security. This will require benefits that motivate consumer conservation, business cases that look beyond meter-to-cash processes, and market transparency. The document outlines the key components needed for an effective smart metering solution and argues that utilities should partner with experienced providers to ensure program success.
The document summarizes the results of a survey of over 400 US electric utility executives about the state of the electric utility industry. Key findings include:
- Utilities see their biggest growth opportunities as distributed energy resources, customer relationships, and transmission.
- Their biggest challenges are aging infrastructure, an aging workforce, and outdated regulatory models.
- Most utilities are seeing minimal, stagnant, or negative load growth and there is no consensus on how to address this issue.
NEW BUSINESS MODELS & DIGITALIZATION IN THE ENERGY SECTORArjun Reghu
This paper investigates the key technologies that underpin the digitisation of energy and examines their potential impacts.
Understand the effects new technologies will have on the current energy system,
The new challenges they will pose, and the policies and regulatory measures which will assist in making them a success.
The Digitally Enabled Grid: What is the future of the utility distribution business? Mapping out a new role for electricity distribution in an era of disruption.
Revitializing The Utility Customer RelationshipMatt Wolfrom
This document discusses strategies for utilities to revitalize their relationships with customers and engage them in demand response programs. As the energy market rapidly changes, utilities need new communication strategies to help customers understand technologies like smart grids and time-based pricing programs. Effective strategies include segmenting customers based on behaviors rather than demographics, communicating benefits simply without jargon, collaborating with trusted third parties, and embracing new media to spread information among social networks.
All North American utilities will adopt smart metering and advanced metering infrastructure (AMI) to some degree in the near future. While some utilities will take a minimal approach, more visionary companies will use smart metering as an opportunity to positively influence their future. Most utilities favor taking the latter, more innovative approach based on programs seen throughout North America. Implementing smart metering programs presents both business strategy challenges and technology issues for utilities to navigate. Utilities that view smart metering solely as a means to improve revenue management are missing opportunities, as effective programs leverage investments to support broader benefits and market efficiency. Partnerships will be key to ensuring smart metering initiatives succeed in meeting utilities' goals.
The document discusses the adoption of smart metering and advanced metering infrastructure (AMI) by North American utilities. It states that while some utilities will take a minimal compliance-based approach, more visionary companies will see smart metering as an opportunity to positively influence their future. It outlines the benefits of smart metering programs that go beyond basic meter reading to leverage investments and benefit all electricity market participants. Key challenges include influencing consumer behavior and integrating new technology and data with legacy utility systems. Effective smart metering solutions require coordinated implementation of meters, communications systems, data management and other components. Utilities are advised to partner with experienced providers to ensure successful smart metering initiatives.
The document provides an overview and market forecasts for the power and energy measurement industry from 2012 to 2017. It finds that the market is expected to grow from 25.3 million units in 2012 to 108.4 million units in 2017, driven by trends such as zero net energy and data center management. Applications like distributed power systems, metering, home automation, industrial automation, and building automation are analyzed and forecasts are provided for unit and revenue growth by application, wattage, and power supply over the period.
Utility Business Evolution & Innovation 072815Paul De Martini
This document discusses the evolution of utility business models and the electric industry as customer adoption of distributed energy resources grows. It outlines three stages of evolution for utilities and provides examples of the telecom industry transition and a hypothetical revenue transition for electric utilities. The document also presents options for future utility business models, including becoming providers of customer and distributed energy services, market enabling services, and transportation electrification. Finally, it argues that the industry will need to transition to thinking in terms of creating value through networks rather than traditional value chains.
The document discusses the rise of "prosumers", who both produce and consume energy. Prosumers obtain energy from distributed generation sources like rooftop solar panels rather than large utility companies. By 2020, some utilities could lose 50% of their customer demand and revenue as more people become prosumers. New regulations are needed to account for changing energy business models and transactions as prosumers compete to sell excess energy on wholesale markets.
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The Evolving Distribution Grid article
1. 34 E L E C T R I C P E R S P E C T I V E S | www.eei.org/ep34 E L E C T R I C P E R S P E C T I V E S | www.eei.org/ep34 E L E C T R I C P E R S P E C T I V E S | www.eei.org/ep
The
2. As the distribution grid of the future evolves, new
business opportunities for utilities will emerge—
driven by changing customer expectations.
T
he electric utility industry is in the midst of a historical tran-
sition toward a more customer-driven business powered by
changing customer expectations and technology innovation.
This change presents uncertainties and challenges for util-
ities across the world, and requires utilities to re-think the
business models and regulatory strategies needed to achieve success
through this evolution.
In response to this transition, utilities in the United States are
focusing their strategies on building 21st-century customer and
electric distribution platforms that create superior value. The overall
objective is to enable customers to take advantage of new products
and services in energy management and distributed generation. Ide-
ally, these “utility of the future” business strategies will ensure that
utilities remain attractive investments by transitioning successfully
to a service-based world.
JANUARY | FEBRUARY 2015 35
GRID
DISTRIBUTIONDISTRIBUTION
BY PAUL DE MARTINI
3. 36 E L E C T R I C P E R S P E C T I V E S | www.eei.org/ep
Paul De Martini is the former chief technology & strategy officer for Cisco’s Energy Networks business and vice president of advanced technology at Southern California Edison. He is currently a visiting
scholar at Caltech and an industry consultant.
regulatory, and competitive risks,” ac-
cording to a 2012 Ernst & Young sur-
vey of 100 global corporations. Many
residential customers have similar
concerns about the impact of electric
bills on their monthly budgets and
service reliability, as noted by several
recent national surveys. This follows
Best Buy’s 2010 household survey
that found 36 percent of customers
were interested in buying products
and services that enabled them to
protect their home both financially
and physically. Not surprisingly, the
focus for successful residential home
energy management, solar photovol-
taic (PV) systems, and backup gen-
eration marketing is to tap into this
value proposition of lower bills and/
or improved power reliability.There is
not one customer solution, but rather
a need to offer differentiated, person-
alized services designed for specific
customer segments.
Itisclearthatbusiness,government,
and residential customers will seek
to optimize their service between
Evolving Customer Expectations
Businesses across all sectors are fac-
ing the challenge of responding to
well-informed customers who have
rising service expectations. As J.D.
Power noted in 2014, “Consumers
are becoming more familiar with a
higher level of service in their daily
activities with other service providers
and, as a result, their expectations
are rising.” Sometimes called the “ex-
pectation economy,” these expecta-
tions are fed by nearly unlimited and
transparent information on the best,
cheapest, most unique, and most rel-
evant products and services via the
Internet. (See Figure 1.) For the elec-
tric utility industry, these increased
expectations include reliability of
service, lower cost, and eco-friendly
supply options that embrace giving
customers the control to make their
own energy decisions.
Business customers’ decisions on
energy and related services “have be-
come an integral aspect of managing
key financial, energy security, brand,
traditional utility services and
emerging services in the market-
place for active energy management,
alternative energy supply, and
reliability enhancement.
Active Energy Management
Customers are taking advantage
of greater access to information and
automation to manage their energy
spending. New technology from tradi-
tional building automation and con-
sumer products firms, as well as new
entrants, are empowering customers
to manage their energy use. Security
firm ADT reported that 70 percent of
all new customers are choosing its
Pulse service, which includes home
automation. Also, Google’s Nest has
reportedly sold more than 1 million
learning thermostats. These auto-
mated systems, combined with in-
formation from more than 50 million
utility smart meters and customer sys-
tems, enable customers to see their
usage dynamically in the context of
projected monthly spending along
F I G U R E 1
INTERNET USE, 1995-2014
(% of American adults who use the Internet, over time)
Source: Pew Research Center surveys, 1995-2014.
100%
14%
46%
66%
79%
87%
50%
25%
0%
75%
1995 2000 2005 20142010
4. JANUARY | FEBRUARY 2015 37
with options for reducing costs to fit
within their monthly budget.
Alternative Energy Supply
Customers are seeking alternative
distributed generation supply op-
tions based on retail costs, reliability,
and environmental objectives.
Total net-metered rooftop solar PV
systems exceeded 5 gigawatts (GW)
in 2014, according to the Energy
Information Administration
(EIA). Growth increasingly
will be due to reaching un-
subsidized retail rate par-
ity through declines in
both technology and in-
stallation costs, as well
as improvements in
solar cell efficiency.
While not a direct
supply option, energy
storage is being bundled
with rooftop solar PV to
create more effective and
resilient customer sup-
ply options. Over the past
four years, energy storage
technology advancement has
benefited from global research
and development initiatives total-
ing more than $7 billion. Firms like
SolarCity and Sunverge are incorpo-
rating energy storage batteries into
their commercial and residential
solar offerings.
Also, sustained low natural gas
prices have spurred a renewed
interest in combined heat and power
(CHP), particularly as part of micro-
grid systems. In 2012, the White
House announced an initiative to ex-
pand CHP by 50 percent, reaching
120 GW in the United States by 2020.
The economics of alternatives do vary
greatly by utility service area based on
local service factors, including appli-
cable tariffs, regulation, federal and
state subsidies, and individual cus-
tomers’ perception of value.
Reliability Enhancement
Superstorm Sandy and other recent
weather events have highlighted
that the value of electric service to
customers, communities, and local
economies grows exponentially over
time. Businesses and residential
customers are taking actions
to enhance their resiliency and
reliability. Generac, the market
leader, reports 16 percent average an-
nual growth over the past ten years
in residential and small commercial
There is not one customer
solution, but rather a need
to offer differentiated,
personalized services
designed for specific
customer segments.
5. 38 E L E C T R I C P E R S P E C T I V E S | www.eei.org/ep
sensors, actuators, and connectivity
are becoming ubiquitous—what is
often referred to as the “Internet of
Everything.” Cisco estimates that
more than 50 billion things will be
connected to the Internet by 2020.
Every energy consuming, produc-
ing, or storing device is increasingly
connected. Not only are they becom-
ing smart nodes on the Internet—
they are becoming smart nodes on
the electric grid. This convergence is
creating an energy network that re-
quires significant operational data
management and analyses. Accord-
ing to Bit Stew Systems, “a utility with
two million smart meters in the field
is inundated with approximately 750
million data elements each day”—
that’s almost twice the number of
global tweets daily.
This is no longer a significant chal-
lenge due to analytics driven by pow-
erful algorithmic engines. The pace of
information and control technology
advancement is staggering. Comput-
ing power and telecom bandwidth
have increased more than 1,000 times
during the past 20 years. However,
the real driver behind transforming
mountains of data into actionable
information is the advancement
in algorithm efficiency, which has
advanced by roughly 30,000 times be-
tween 1991 and 2008. As exemplified
stationary backup generators
primarily fueled by natural gas. Gen-
erac also estimates about 3 percent
of U.S. homes now have stationary
backup generators and another 12
percent have portable generators.
Additionally, a growing number
of customers are pursuing micro-
grids that can integrate energy man-
agement systems (such as build-
ing automation and industrial
controls), clean onsite distributed
generation, and backup generation
to create improved resiliency. These
customer perceptions and invest-
ments suggest an opportunity
to consider differentiated
reliability services.
Utility Business Models
and the Energy Internet
of Things
D e v e l o p m e n t o f
u n i q u e c u s t o m e r
insights and energy
production/consumption
optimization skill sets
is essential to future
business models. Solar
PV and energy storage
advancements are chang-
ing the traditional electric
utility industry value chain,
but sustained value will come
from their optimization. Low-cost
Low-cost sensors,
actuators, and connectivity
are becoming
ubiquitous—what is often
referred to as the
“Internet of Everything.”
6. JANUARY | FEBRUARY 2015 39
Utilities are considering several
options to pursue with customers
and growing distributed energy
resources markets. It is import-
ant to note that while growth rates
have been strong, the distributed
resource opportunity is still at an
early stage. There remains signif-
icant potential to benefit from a
more distributed and customer-
centric system. Two general business
options are taking shape, facilitating
customer choice and providing
enabling distribution system services.
Facilitating Customer Choice
Customers increasingly expect a
range of personalized services en-
abled by innovative technology—
including options from their utili-
ties. A 2013 Swiss Re survey showed
that more customers would rather
buy renewable energy from utilities
than generate their own. In addition,
several state commissions recently
have recognized market gaps and the
enabling role that utilities can pro-
vide. Existing utility relationships
with their customers provide tangible
franchise value that hasn’t been fully
explored to mutual benefit. Expand-
ing utility service offerings, on a level
and non-discriminatory playing field,
can enable choice for all customers.
Customer service team members,
by Amazon’s recommendation
engine and Apple’s Genius selec-
tions, these innovations are enabling
operational efficiencies, as well as
personalized services, for customers
based on unique insights.This emerg-
ing “algorithmic economy” is directly
applicable to advanced grid manage-
ment and personalized, differentiated
customer services.
Emerging Utility Business
Opportunities
Value creation in today’s digi-
tized global economy requires cus-
tomer-centric thinking—thinking
focused on customers’ needs and pri-
orities—and the identification of op-
tions through which these needs and
priorities can best be met. Custom-
ers’ distributed resource adoption
pathway is becoming clearer. Fun-
damentally, more customers are self-
optimizing their energy costs and
reliability; becoming prosumers—
both consuming and producing
energy; and actively providing ser-
vices to manage distribution and bulk
power systems directly or through
services firms. This evolution is mir-
rored by opportunities to evolve the
distribution system capability and
utility operations to enable integra-
tion, optimization, and market facil-
itation services.
processes, and technology represent
the foundation for an effective plat-
form for serving large numbers of di-
verse customers. In fact, as recognized
in the recent New York State Public
Service Commission “Reforming the
Energy Vision” (REV) proceeding,
these capabilities represent a signifi-
cant asset that have inherent econo-
mies of scope and have already been
paid for by customers. Utilities can
become effective marketing channels
and provide service support for a wide
range of utility and third-party prod-
ucts and services. This will, however,
require partnerships with competitive
technology and services firms. Retail
banking, for example, has transitioned
successfully to offer customers a wider
range of services and provides an
effective marketing channel for third-
party products.
The evolution of utilities as facil-
itators of customer choice begins
with enhancing customers’ decision-
support capability and empowering
their decisions about energy budget
management and electric service
reliability. This includes powerful an-
alytics that leverage a combination
of the customers’ data, utility oper-
ational data, public data, and rele-
vant commercially available data.
These decision-support and budget-
management tools would be available
to customers on any computing plat-
form, particularly mobile. And these
services could be expanded through
social media to create communities
of interest and lay the foundation for
digital business opportunities.
Concurrently, a utility could of-
fer customer-to-market facilitation
services. This includes developing
an Internet shopping portal to facil-
itate customer access to third-party
services firms—similar to what por-
tals such as Expedia do for travel. A
few utilities already are launching
revenue-generating sites to facilitate
customers’ ability to shop for and
compare offers on retail energy pro-
viders, distributed energy resources,
and back-up generation. Also, the
ability to originate financial services
7. 40 E L E C T R I C P E R S P E C T I V E S | www.eei.org/ep
distribution operations, plus the re-
latedtransactionmanagementservices.
Providing Enabling Distribution System
Services
As a more distributed future unfolds,
the distribution utility naturally can
become a more valuable link between
customers’ resources and bulk power
markets. Utilities have an opportunity
to profitably develop their existing
single-purpose distribution systems
into open platforms to enable seam-
less integration of distributed energy
resources (DER) and independent
microgrids. Additional investments in
more advanced grid and operational
technology and related grid designs
for distributed resource integration
are needed, as well as new opera-
tional responsibilities and market-
and process any payments could be
valuable to third-party providers and
finance firms. Taking this further,
utilities could become a marketing
channel for third parties by leverag-
ing existing workforce bandwidth to
originate leads and sales—and bene-
fit those customer segments that are
too expensive for competitive firms
to access profitably.
For a number of utilities, develop-
ment of distributed generation assets
for customers through community
solar or onsite resources is an attrac-
tive option. Ultimately, a segment
of customers will want an energy-
optimization service offering. This
could include managing customers’
distributed resources to achieve bud-
get objectives and providing services
back to the bulk power system or
enabling services to facilitate distrib-
uted resource services.
The electric distribution system is
a valuable asset that can be evolved
into an enabling platform that cre-
ates significant value for customers,
services firms, and utilities. The in-
dustry is currently investing to en-
hance the electric power grid to meet
the needs of our 21st-century econ-
omy. PG&E, like other utilities, has
incorporated changes in distribution
infrastructure to improve safety and
reliability, including investments in
larger distribution wire sizes, trans-
formers, and automation to help
enable integration of distributed
resource at scale.
An open platform builds on these
current investments through more
advanced technology to evolve
8. from the traditional closed, single-
purpose system to a more open,
flexible, operationally visible, and
resilient platform that can inte-
grate distributed resource growth.
Such a distribution platform may
fully enable the synergies from
electrification of transportation
and convergence with water systems.
Caltech estimates another $100-$200
billion in utility investment may be
needed through 2030 to address this
added capability.
To provide enhanced reliability
for select customers and/or commu-
nities, utilities may offer expanded
grid-based premium reliability services
through premium grid reliability
infrastructure, including utility
microgrids. A segment of customers
is clearly seeking, and willing to pay
for, premium reliability services.
Differentiated reliability services
on the grid-side of the meter are an
option for utilities to consider as an
alternative for customers doing it
themselves. Aside from traditional
circuit reconfiguration, dual feeds,
and undergrounding, utilities may
develop distributed assets or micro-
grids on the grid-side of the meter.
The current microgrid market is
highly fragmented and ill-defined—
presenting an opportunity for utili-
ties to take a lead in providing pre-
mium grid-based reliability services
to those customers willing to pay.
Advanced distribution system
operations capabilities will be
required to manage the bi-
directional power flows from
large numbers of distributed
resources across the distribu-
tion system in a safe and
reliable manner. In par-
ticular, this will require
additional functional
responsibilities for
utility distribution
system opera-
tors, and they will
actively coordinate
safe and reliable
operation of the
electric system with
JANUARY | FEBRUARY 2015 41
The electric distribution
business has tremendous
business opportunities into
the future based on becoming
the platform for customer
value maximization.
transmission system operators and
balancing authorities. As recognized
in New York’s REV and California’s
“769” proceedings, central aspects
of the emerging distribution system
operator are a natural and desirable
extension of a utility’s core business.
This will likely require state regula-
tory operational standard-of-conduct
protocols similar to Federal Energy
Regulatory Commission standards.
Ultimately, if distributed re-
sources reach the scale envisioned
in places like New York or California,
there will be a need for transaction-
management services to facili-
tate a large number of multi-party
micro-transactions across a dis-
tribution system that interfaces
with wholesale markets. The size
of individual DER transactions will
be very small and involve complex
terms that standard billing systems
don’t accommodate. This could
result in many tens of millions of
unique transactions annually, each
worth less than a dollar. Back-end
management of these transactions
is needed to facilitate scheduling,
settlement, and clearing among the
parties based on the corresponding
physical flows across the distribution
to transmission system. These ser-
vices are analogous to transaction-
management services needed for
online purchase of digital music or
videos and the related royalty and
jurisdictional tax settlements.
The Distribution Grid of the Future
Value creation in today’s digitized
globaleconomystartswithcustomer-
centric thinking—particularly in-
sights into customers’ needs and
priorities, as well as decision fac-
tors. This is essential as customer
interaction with the power system
is becoming more active with dis-
tributed resource adoption and
energy management systems.
This means that not only are cus-
tomer insights desirable to deter-
mine new business opportunities,
they are necessary to manage the
evolving grid. Utilities increasingly
are leveraging these insights and
using future scenarios to assess
new business opportunities as well
as potential exposure to stranded
infrastructure investment. Migration
from status quo to any future busi-
ness model is accomplished in in-
cremental steps through roadmaps.
Each step on a roadmap represents
a necessary evolution in business
strategy, regulation, technology
investments, and organizational
capabilities. Investment plans will
necessarily align with customer
needs, regulation, and the pace of
technological change.
The electric distribution business
has tremendous business opportuni-
ties into the future based on becom-
ing the platform for customer value
maximization. Investment choices
in the distribution platform business
versus services to facilitate customer
choice are not inherently mutually
exclusive. There are important regu-
latory questions to consider. But, as
discussed in several states, these can
be addressed in a manner that
enables a level and fair playing
field for utility and compet-
itive services to the benefit
of all customers. The elec-
tric utility industry has an
immediate opportunity
to begin envisioning its
business as an enabler
of customer choice and
public policy.