IEEE Power & Energy Magazine - September/October 2016 - 64
✔ identify near-term value chain opportunities specific to
the organizations' local and regional market contexts
✔ define cohesive business model policy direction and
capability guidance supporting these opportunities.
organizational business model policies and capabilities
must be prescribed for five areas: 1) operating, 2) capital
asset management, 3) customer engagement, 4) regulatory/
legislative engagement, and 5) organization business process/technology process integration, both in and across all
of the energy organizational functions.
Recommended Approach
an example of an effective approach is taken from a client
we worked with to clearly define business model policies and
capability requirements supporting the transition of a 900,000+
meter system toward the utility of the future. internal leadership roundtable discussions first provided the policy parameters for the five areas above and reflected both functional and
cross-functional perspectives. later, specific business model
capability requirement areas were defined across the five areas
based on these policy parameters. in this case, we developed
200+ capability areas with detailed requirements across the
five business model areas: 1) operating, 2) capital asset management, 3) customer engagement, 4) regulatory/legislative
engagement, and 5) organization business process/technology process integration. these requirements are what management is now using to connect the dots from strategic policy
and direction to the enterprise's tactical planning, business
execution, ongoing operations and capital performance management, and long-range market and organizational transformation needs, both within and across functions.
our summary approach for connecting these dots between
strategic direction, business model capabilities, individual
organization's function value/decision processes and integration, and finally to asset investment supporting grid modernization, dEr development, through operating/information
technology (ot/it) convergence and big data implementation is illustrated in Figure 3.
through this repeatable process, specific business, operational, and regulatory requirements are defined to drive
infrastructure development and asset management for modernizing the energy organization. a high-level description of
these requirement types are as follows:
✔ business requirements focus on market structures, enterprise business and functional operation processes/services, organization, people (skills and acumen), and the
enterprise's integrated operating and business decision
process needs. they set the direction for identifying and
achieving new nonoperational benefits (i.e., enterpriseside value propositions) that are aligned across multiple
and related market, corporate, and functional metrics.
✔ operating requirements focus on real-time functional
asset and system operations, interoperability standards, and converging ot/it technical device functionality and system capabilities needed to support the
enterprise's integrated operating and business decision
process requirements specified above. they set direction for identifying and achieving new operational
benefits (i.e., system-side asset operating value propositions) in conjunction with nonoperational benefits
(i.e., enterprise-side value propositions). similar to
business requirements, these operating requirements
are aligned consistently across multiple and related
market, corporate, and functional metrics.
✔ regulatory requirements support the business and operating requirements above. Given the organization's
Market, System,
and Business
Context and Needs
Leadership
Roundtable:
Organizational
Value and
Requirements
Aligned Metrics and
Expected Impacts
Business Decision
Processes and
Models
Business Owner
Metrics,
Value Uses, and
Functional
Decision Process
Alignment Maps
OT/IT Solutions and
Architecture
(Plans/Projects)
Functional
Operation
Processes and
Models
Organizational
Design Changes/
Business
Transformation
Big Data
Solutions and
Architecture
(Plans/Projects)
figure 3. An example approach where combined market, business, and operating requirements drive OT/IT development
while integrating resource and grid asset development for the utility of the future.
64
ieee power & energy magazine
september/october 2016
Table of Contents for the Digital Edition of IEEE Power & Energy Magazine - September/October 2016
IEEE Power & Energy Magazine - September/October 2016 - Cover1
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IEEE Power & Energy Magazine - September/October 2016 - Cover3
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