| Fortnightly

Coffee Break: Edison International's CEO Pedro Pizarro

‘You have to help define where is it okay to have failure, where is it not okay.’

Pizarro describes EI's experiences prioritizing innovation, embedding an innovation culture, and the lessons learned.

Byline:

Tom Flaherty and Steve Mitnick

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Coffee Break: Southern Company's CEO Tom Fanning

‘Southern Company is the only company in our industry that does robust, proprietary research and development.’

Fanning describes how he built innovation, how to get organizations to change, and maintaining momentum.

Byline:

Tom Flaherty and Steve Mitnick

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Coffee Break: Exelon's CEO Chris Crane

‘You must dedicate your own time to supporting innovation. You also need to say when to shut a project down.’

Crane describes how Exelon approaches innovation both from a broad perspective, and in more narrow terms.

Byline:

Tom Flaherty and Steve Mitnick

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Coffee Break: Ameren's CEO Warner Baxter

‘We converted an old garage and turned it into an innovation workspace, the Hub.’

Baxter describes how Ameren established a strong foundation for innovation without making radical changes to incentives, and how companies become more self-sufficient in their innovation.

Byline:

Tom Flaherty and Steve Mitnick

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Coffee Break: AEP's CEO Nick Akins

‘AEP can bring technological solutions for smart cities to other areas of the country.’

Akins describes why more focus was placed on innovation, how to invent a culture of innovation for the long term, and how to get incentives properly lined up.

Byline:

Tom Flaherty and Steve Mitnick

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