How to shape digitalisation in the energy sector – a new approach for systematic business innovation

Abstract

Two of the strongest drivers for the ongoing energy transition are renewable energies and digital technologies.As an implication of current transformations new business models appear, while conventional ones vanish. This threatens incumbents, but provides manifold opportunities at the same time. The current transition leads to falling barriers, changing roles and markets, and the appearance of new players -a rapidly changing environment that allows agile companies to obtain new fields of business. The challenge is to shape new business models, which will successfully transform or extend current businesses. Therefore, we developed a novel approach to hands-on tackle this challenge in five phases: understand the environment, ideate new value propositions, cluster and select promising value proposition bundles, design business models around them, and evaluate their viability. This approach guides companies from endless possibilities to concrete options that can be chosen or rejected based on quantitative assessment -dissolving paralysis and enabling action. We successfully applied the approach to utilities in Germany, India and Italy. In this paper, we present our systematic business innovation approach by explaining the general process, a sample application with Enel Global Infrastructure & Networks and give our 10 key recommendations for successful business innovation projects tackling the digital transformation challenge in the energy sector.

Comprehensive review of a Digital Maturity Model and proposal for a continuous digital transformation process with Digital Maturity Model integration

“…Proposta para um processo contínuo de transformação digital com integração do modelo de maturidade digital Figura 5. Uma proposta para integrar o MMD em um processo con� nuo de transformação digital Como a análise das seções anteriores, a necessidade de orientar sobre como aplicar os MMDs integrados aos processos DX para refl e� r as frequentes mudanças nas expecta-� vas dos clientes (Chanias, 2017) e a dinâmica das condições externas, incluindo as rupturas da tecnologia digital, deve ser crucial (Römer et al, 2017;Vial, 2019).…”