L utility in 3D: Trend technologici e modelli di business. Roberta Bigliani VP, Head Energy, Government and Health Insights IDC EMEA

Transcription

1 L utility in 3D: Trend technologici e modelli di business Roberta Bigliani VP, Head Energy, Government and Health Insights IDC EMEA

2 Agenda 3 Ds to care about Takeaways Facts to start with 2

3 Agenda 3 Ds to care about Takeaways Facts to start with 3

4 Democratization of Energy: The Italian Situation Gross Electricity Generation by Tech Solar PV Generation Capacity Share Hydro Thermal 62% Renewables 37% PV Nonutilities 81% PV 19% Utilities Wind Geothermal Bioenergy Source: AEEGSI and SolarPower Europe, 2017 IDC 4

5 Digital Disruptions and Disruptors 3D printing Robotics 21% Already using No plans 46% IoT 7% Plan for % Cognitive systems Evaluating only AR/VR Source: IDC Energy Insights,

6 Where do We Stand: Utilities and Cloud Q: Does your organization use public/private cloud solutions of any type? 90% 80% 70% PLANNING (next 12 months) 60% 50% 40% 30% CURRENTLY USING 20% 10% % IDC 6

7 Agenda 3 Ds to care about Takeaways Facts to start with 7

8 Utilities Renaissance? It Is in 3D 8

9 The Utility in 3D Defined DIGITAL Goes beyond digitization, it s not simply about applying new technologies to old processes. Utilities will explore new businesses and play a different game, with data as the pillar of innovation. DIVERGENT Every single utility will differentiate itself from the industry and aim to be unique from its peers. This will strongly depend on the new opportunities technology and the digital economy unleash. DECENTRALIZED The shift away from the centralized power generation model means that utilities will increasingly operate assets that are outside their asset portfolio, which they do not necessarily own. 9

10 IDC Energy Insights Expects that By 2020, 50% of the top 100 worldwide utilities will have started their rebirth in 3D, to become fully decentralized, divergent and digital, leading to a 15% improvement in their EBITDA. Globally, in 2020, utilities will spend $120 billion on technology and related services to implement and manage DX initiatives. 10

11 Traits of the Utility in 3D In 2020 DIGITAL 10% LEADERSHIP of CEOs will have technology leadership experience DIGITAL OMNI-EXPERIENCE 35% improvement in NPS when customers own their experience DIGITAL INFORMATION 100% growth of revenues from digital products DIGITAL OPERATING MODEL 15% of operational processes will be self healing DIGITAL WORKFORCE 30% reduction in management layers 11

12 Changing Operating and Business Models Over the last 2/3 years, your company s operating model has: Considering your company s strategy, which of the following best applies? Remained the same 5% Significantly changed 52% We have identified new business models and we are starting to deploy them 30% 34% We have introduced new business models, but related revenue streams still need to materialize Slightly changed 43% We are still trying to identify new viable business models 21% 15% New business models have been deployed and related revenue streams are satisfactory 12

13 Decentralized, but not Disintermediated By 2019 Solar will drive up DERMS implementations and expansions of existing ADMS by as much as 50% utilities will need to learn how to integrate externally-originated asset, market and grid data 43% of IoT data will be processed at the edge >40% of European Utilities are looking into Blockchain use cases 13

14 What About Distributed Ledgers? Have you heard about Blockchain (or distributed ledger technologies)? When do you think business models based on Blockchain will be commercially adopted by utilities? Yes, and we are developing pilots 42% 13% Yes, we have done pilots and are preparing commercial deployments 0% 4% No In one year 8% 77% Never 0% Yes, and as a company we are trying to identify appealing use cases 42% I have heard about it, but I do not have a clear understanding of the impact on utilities In more than 5 years 15% In 2 to 4 years 14

15 Divergent, and Resilient By % of competitivemarket energy providers will drive their revenues by transforming into "convenient lifestyle" providers Divergence of asset ownership and operations will double in the next 2/3 years 85% will have established a new BU with its own financing and governance, or a separate company, to speed up innovation and business transformation 60% of Chief Idea Killers will lose their jobs 15

16 Approach to Innovation From To Dedicated innovation team / lab Partner with universities Work with start-ups Open innovation program Strategic partnerships / JVs Hackathons 33% 39% 36% 52% 48% 64% 12% Own innovation / venture company 16

17 Digital, and not just "Digitized" By % of utilities DX initiatives, and 60% of IoT efforts, will be supported by AI capabilities 50% of T&D utilities will use drones to evaluate service lines, achieving savings of up to 5% and 30% 25% will have moved from traditional talent sourcing strategies and models to virtual, borderless, and task-oriented approaches, integrating online communities and platforms to acquire skills and temporary staff. 50% of CX related IT budgets dedicated to digital channels, product marketplaces, and personalized services, leading to gains of up to 2 pts in their Customer Effort Scores 17

18 Digital Channels Often still Disappoint Q: How often do you have to call your energy supplier's call center after not being able to complete an action using the digital channels? Q: When necessary, how do you interact with your supplier? Never (self-service works properly) 13% Most of the time (self-service not user friendly ) 47% Digital channels often DISAPPOINT! So customers end up using TRADITIONAL CHANNELS 39% Occasionally Social Media Mobile messaging Source: IDC "Energy End-Consumer Survey 2017", commissioned by SAP Hybris IDC 18

19 Customer Experience Energy suppliers customer experience is MEDIOCRE, at best Source: IDC "Energy End-Consumer Survey 2017", commissioned by SAP Hybris 19

20 Agenda 3 Ds to care about 3 Takeaways 3 Facts to start with 20

21 The Seven Traits of an Effective 3D Utility Demand-oriented enterprise strategy that embeds digital for value creation Passion and commitment from the top Innovation grounded with coherent investments and de-risk strategy Outside-in approach (disruption, benchmark and co-creation) Capabilities and talents gap assessed and sourced with divergent approaches Information/data key transformational pillar Realistic balance of speed of chance and organization capability of absorbing it 21

22 The Utility in 3D YOUR JOURNEY IN THREE STEPS 22

23 @rbigliani Roberta Bigliani Vice President, Head Energy, Government and Health Insights IDC EMEA 23