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Perspective

Fortnightly Magazine - September 1 1995

integrated national grid and pool-pricing mechanism. The industry has split into two dominant generating companies, a national grid company, and 12 RECs (distributors with the obligation to serve). The privatized participants have entered other markets and developed, or are developing, new outlets for their services worldwide. The industry as a whole has undergone a massive "re-skilling" that includes personnel from the old CEGB as well as an infusion of managers and leaders from all applicable sectors of the ESI and beyond.

For both The Southern Co. and SWE, the lessons can be great indeed. The challenge for both parties is how to secure those benefits from their merger (em if and when it happens. But in the larger context, American utility executives have much to learn from across the pond. t

James E. Huston, who resides in the U.K. as well as the U.S., is vice president of Gemini Consulting, Morristown, NJ, and specializes in business transformation for energy-related companies in the United States and Europe. Previously, Mr. Huston served as a corporate officer at Stone & Webster, where he worked on independent power project development and financing.

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