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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As growth curves regress toward the industry mean, some utilities are considering a new way to deliver shareholder returns: growth through subtraction. Executives need to ask a critical strategic question of their businesses: In today’s market conditions, what fits, and what doesn’t?
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Utility mergers often take a year or longer to close — a highly valued period if companies use the time effectively. Based on our experience with utility integrations over the last 25 years, we have developed 10 best practices that can improve the likelihood of a successful merger outcome and give the new organization a competitive head start.
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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.

Further articles

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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.
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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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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.