Energy and utilities

Our thought leadership

The following articles were written by Strategy& partners and other senior professionals on key topics in the energy and utilities sector.

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The energy industry’s performance has plateaued recently, but a new approach can help. Instead of limiting the accountability for safety and environmental factors to an isolated function, this model shifts the responsibility to front-line workers, and redefines the role of the advisors who interact with them.
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External political, market forces and coal pricing will determine coal competitiveness, but optimism in the U.S. coal industry is the heart of our article published at World Coal Magazine.
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Superstorm Sandy made the challenge for public utilities clear: They must take advantage of a historic economic moment by investing in infrastructure and next-generation capabilities.
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There is a golden opportunity today for the leaders of HR, IT, finance, operations, R&D, marketing, sales, sourcing, and other corporate functions and shared services. With routine tasks shrinking and the need for capabilities ascending, functions can become “fit for purpose”: changing their portfolio of activities to focus primarily on those that are strategically important to the enterprise as a whole.

Further articles

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During the coming decade, the energy industry in the Middle East is expected to execute projects worth approximately $1 trillion across the energy value chain.
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A more economical and sustainable method is district cooling, which allows businesses and residences in dense areas to share a pooled cooling facility.
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The Middle East’s national oil companies appear to be facing significant challenges to their position in the global energy market. Yet, they can keep pace with their changing business circumstances by introducing integrated planning and performance management.
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Petrochemical producers in the Middle East are currently at the junction of several trends that will significantly affect their industry: North American advances in shale gas, the use of shale gas and coal-to-olefins technology in China, and the redevelopment of Iraq’s oil and gas sector.
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Companies in carbon-intensive industries can not only profit from returns on investments in energy efficiency; they can also improve their image, access carbon finance, and contribute to the long-term competitiveness of fossil fuel resources and hydrocarbon-based products and services.
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In recent years, countries in the GCC have increasingly turned to independent power projects (IPPs) as alternatives to government-financed power plants. But the IPP model being used in the region, while serving to augment and diversify investment resources, presents long-term risks.