Talent & Succession Planning

In Search of Strategic Leaders

Stand as a Champion

Do you stand strictly in defense of the way things are as good enough? Or are you a strategic leader, one who actively explores how to make things better? Best lean to the latter, since the former is a predictable path to irrelevance.

People (December 2015)

PJM appointed Andrew L. Ott president and CEO; Mississippi Power named Anthony L. Wilson president; PG&E appointed Jason P. Wells as senior v.p. and CFO; Chesapeake Energy appointed R. Brad Martin as non-executive chairman of the company’s board of directors; Rafael Flores was elected to the Ameren board of directors. And others ...

Keeping Employees Engaged

To win hearts and minds, it takes more than a t-shirt and a coffee mug.

Employee engagement can become a company strength that supports utilities through challenging times. Consider employee engagement a strategic investment in coping with disruptive change.

People (June 2015)

Andrew L. Ott will be PJM Interconnection’s president and CEO later this year; American Transmission Co. named Mike Rowe the company’s future president and CEO; DTE Energy named Paula Silver as v.p. for corporate communications; Georgia Power named Craig Barrs executive v.p. of the company’s customer service and operations organization; ITC Holdings promoted Christine Mason Soneral to senior v.p.; E.ON Energy Services named Keith Day president; Gil C. Quini­ones was elected chair of EPRI; Jane Palmieri was elected industry co-chair at the Alliance to Save Energy; Rich Meyer was named president of the nation’s Energy Bar Association; and others.

Where Did My People Go?

Today’s talent deficiency is tomorrow’s imperative.

The utility talent gap is widening. New technologies and evolving markets call for a more proactive approach to building the future workforce.

Setting a New Tone

Leading strategic change in the utility C-suite.

Changing corporate strategy is more difficult for utilities than for companies in many industries. Success calls for leadership on seven fronts.

Going, Going ...

Clean energy jobs will be gone soon, if America fails to commit.

America needs an energy policy today that will bring together our best and brightest, harness the limitless capabilities of our research institutions, and invest whatever it takes to ensure America’s leadership in clean energy technologies. The result will be to create billion-dollar industries and millions of new jobs.

21st Century Talent

Building a workforce for today’s utility landscape.

Utilities can attract a new generation of employees by emphasizing the transformation the industry now faces, and the immense opportunity it creates. Matching mature workers’ vast experience with new technologies can provide unique perspectives that knowledge of new technologies alone can’t provide.

Recharging Employees

How to make sustainable performance improvements at any utility.

Sustained performance improvement is often a difficult objective to achieve in a large company. Many such attempts involve various cross-functional initiatives that leave companies with unfinished projects, lower morale and disappointing results. Commonwealth Edison (ComEd) has found that the key to sustained performance improvement is the establishment of a cadre of high-potential managers to address company-wide initiatives full-time.

Creating the New Utility CEO

Increasing risks call for a new generation of leaders.

Can new nuclear power plants get approved? Will wind generators get production tax credits? Will West Coast companies be allowed to re-permit their hydro plants? Will cap-and-trade legislation endanger the coal industry? And who will pay for the transmission of renewable energy? These critical questions still remain unanswered, but utility companies must forge a business strategy through the murk.