New Paradigms in Organizational Design

Denis Depoux
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Denis Depoux: Competence Center of Roland Berger Strategy Consultants

Chapter 7 in Handbook Utility Management, 2008, pp 105-133 from Springer

Abstract: Abstract Since the early days of energy market liberalization in the late 1990s, almost all integrated utilities in Western Europe have undergone major organizational change. These changes have resulted from evolutions in the economic environment, regulations, or shareholder pressure, and they have impacted on all segments of the value chain. In this chapter, we discuss the various drivers of change over the past 10 years, from the liberalization of energy markets to the wholesale markets’ regional consolidation. We also analyze the features of today’s organizations to provide readers with keys to understanding the current organizational framework. We then examine the challenges and emerging paradigms in utilities’ organizational design: leaner, simpler organizations, new, operational steering models, integration trends and synergies generation mechanisms, new centralized models, and the customized organizations designed to accommodate new activities, such as renewables or energy efficiency. Finally, we provide a brief outlook of trends in US utilities organization.

Keywords: utilities; organization; synergies (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-540-79349-6_7

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DOI: 10.1007/978-3-540-79349-6_7

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