Strategy & Planning

In the information age, big growth doesn’t come from putting steel in the ground; it comes from innovating and creating value. But if electricity customers care only about reliability and price, how can utilities create real value that didn’t exist before?

All things being equal, momentous events like the Fukushima nuclear disaster and the Arab spring would bring fundamental changes in U.S. energy policy. But things aren’t equal, and they never will be under America’s democratic and capitalistic process. Frustrating? Maybe, but it’s the only way to ensure our decisions are based on sound economic and environmental principles.

How will the technology and policy changes now sweeping through the industry affect the architecture of the utility grid? Will America build an increasingly robust transmission infrastructure, or will we rely more on distribution intelligence and microgrids? Scholars at California’s Institute for Energy and Environment analyze various scenarios to predict the possible futures.

With America’s balkanized and under-staffed regulatory construct, utility companies are left struggling to achieve true scale economies or make real progress toward achieving national energy goals. This retired IOU executive says it’s time to redesign—and strengthen—the regulatory framework.

While it’s theoretically possible to keep the lights on with a much smaller reserve than the U.S. utility industry historically has maintained, the costs of doing so might be higher than some analyses suggest. As demand response plays a growing role on the grid—and as system planners reconsider reserve margins and reliability standards—quantitative risk analysis will guide resource adequacy decisions.

With recent scale-up in both photovoltaic and concentrated thermal facilities, solar energy is nearing cost parity with wind and even some fossil generation sources. And with development models evolving to help companies manage technology risks, solar power has become an attractive investment opportunity—not just for tax-equity players, but also for utilities.

During the next few years, the biggest growth in the solar energy market will happen in the form of utility-scale projects, mostly driven by state renewable portfolio mandates. But financing such projects has become more difficult, with a smaller pool of equity capital and an evolving set of regulatory requirements.

Much has been said about the smart grid’s potential for transforming the utility business. But while the industry has focused on technology, process and organization, another factor—data—likely will prove to be a key transformational driver. Benefits for utilities and their customers depend on how effectively companies make use of a torrent of new and powerful data.

Utilities can attract a new generation of employees by emphasizing the transformation the industry now faces, and the immense opportunity it creates. Matching mature workers’ vast experience with new technologies can provide unique perspectives that knowledge of new technologies alone can’t provide.

Investor-owned utilities might seem fairly robust, but they’re not impervious to unpredictable black-swan events. Ensuring the industry’s survival might depend on our ability to reduce our dependence on fragile and unsustainable regulatory structures.