The energy revolution is a systemic revolution. The evolutions of all the elements, means of production of electricity or heat, topology of the distribution networks, opening and liberalization of the gas and electricity markets, mode of consumption, are evolutions that are so important and numerous that they have a strong impact on the other elements.
Thus, each element of the energy systems evolves simultaneously for reasons of its own and to adapt to the changes of the elements to which it is linked.
How to act in such turbulence? Who to choose partners? How to organize?
To act effectively in a systemic revolution means to think as broadly as possible. Even if the field of action of the energy company is “limited”, to electricity for example, a global reasoning makes it possible to anticipate the effects of other evolutions, in the same example, the development of the networks of heat and the questioning of electricity in thermal applications.
The field of action of organizations has a great influence on their way of understanding market disruptions. Energy companies are naturally focused on their job and skilled for it: a gas distributor sometimes has the skills to improve and adapt its integration into a full gas chain of actors including a transport company, storage companies, consumers etc .. but not necessarily those necessary to identify the impact of the ongoing developments of thermal or electrical applications.
Similarly, a manufacturer of electrical equipment is unarmed to clearly identify the impact of evolutions of thermal systems and remains naturally focused on the development of its activities.
Energy companies must therefore organize themselves to:
– Build their strategy and conduct their activities by taking a careful look beyond their own field of activity.
– Partner with a strong integration competence: especially when their field of action is multi-fluid, the new solutions must be integrated in more and more interconnected systems. Traditional integrators have not yet expanded their scope of expertise to be an effective support in all circumstances. It is rare that the modernization of a water distribution network or the deployment of a heat network take into account the valuation of their electrical flexibilities, which are nevertheless very important.
– Avoid their suppliers impose to them their own limits: I have commonly seen energy companies deploying a monitoring tool for its customers’ electricity consumption, while it provides electricity, gas, water and heat. The evolution of such a tool, that can be expected from such a supplier, will be the “intelligent” duplication of the monitoring of electricity consumption for other fluids. He may more rarely be able to expect to have a tool allowing his client a global energy optimization.
A systemic revolution, like the energy revolution, requires to “map” and organize the ecosystem to which one belongs, to ensure an optimized action and get, the quickest as possible, the expected results.
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