Will 2007 be remembered as the year of the turnaround? Several new CEOs with bold transformation programs took top spots in our third annual ranking.
(September 2007) Consistent performance over time is the Holy Grail of corporate management, and a focus of many of the executives who made this year’s ranking. Who returned to the list, and who fell off? And more important, why?
A lengthy letter to the editor addresses whether the Energy Information Administration’s gas-market forecasts, as laid out in a recent article, are biased. The authors of the original piece, Timothy J. Considine and Frank A. Clemente, then respond to the letter.
The 2005 Act, designed to streamline projects, may fall short of that goal.
David B. MacGregor and Matthew J. Agen
The Energy Policy Act of 2005 was supposed to streamline the siting process and provide a federal “trump card” for projects delayed at the local level, but it is far from clear whether these goals have been, or will be, achieved.
Taking the anti-FERC approach to the grid.
Vikram Janardhan, Ajit Kulkarni, Ph.D., Narottam Aul, and Ng Meng Poh
A common response to energy-market risk is a complex market infrastructure, with significant administrative effort and cost dedicated to managing the risks and ensuring that the market functions in a transparent and effective manner. But is market complexity a necessary byproduct of competitive markets?
Why predictions from the Energy Information Administration may contain systematic errors.
Timothy J. Considine, Ph.D. and Frank A. Clemente, Ph.D.
Natural-gas estimates from the Energy Information Administration (EIA) are supposed to be “policy neutral.” Are they? Over the past decade, EIA forecasts for NG differ substantially from actual outcomes—even though overestimations of supply capabilities could lead to underestimating the costs of carbon regulations.
Electric shortages and the generation overbuild continue to co-exist.
While maintaining its stance as the most sophisticated competitive electricity market in the country, PJM still faces several challenges, all of which are augmented by its expanded footprint. Most prominent is the RTO’s plan to implement a new reliability pricing model. Further, parts of PJM are ailing from transmission congestion issues that limit access to abundant, cheap power sources in the region.
Everyone is in favor of more demand response, but little gets delivered when system operators need it the most.
Scott Neumann, Fereidoon Sioshansi, Ali Vojdani, and Gaymond Yee
Despite overwhelming theoretical and empirical evidence, we aren’t seeing more DR when it is needed most—during emergency periods. The reasons boil down to two obstacles, both of which must be addressed before widespread DR implementation can move forward.
Using demand response to mitigate rate shocks.
In the minds of many policy-makers, DR has become associated with rate shocks, rate volatility, unpredictability, and loss of control over energy costs—the very things DR was designed to overcome. What can be done to change this?
IT officers are getting more efficient, but guess what keeps them up at night?
Ever-present security concerns are keeping utility chief information officers up at night. With their IT budgets under constraints in a back-to-basics era, four CIOs speak out about their concerns over funding, staffing, and the future.
The intelligent-grid vision is becoming clearer as utilities take incremental steps toward a brighter future.
Building the intelligent grid will require less technical innovation than it does strategic innovation—a characteristic not typically ascribed to U.S. regulated utilities. But the utility culture is changing—by necessity, if not by choice.