“To mitigate these risks, utilities must identify, prioritize, and protect key systems and networks by upgrading legacy infrastructure and segmenting networks to reduce the spread of cyber threats.”

“By prioritizing no-regrets AI applications to support enhanced customer service, employee operations, and regulatory activities, utilities can be better prepared to navigate the complexities of the evolving industry and drive a reliable, affordable, and resilient energy future.”

“Ultimately, collaboration between energy providers and state and local stakeholders is essential for dismantling historical silos, aligning incentives, and accelerating data center deployment.”

“At least in the early phases of a study, utilities must develop automated tools for qualifying and quantifying the upgrade requirements for interconnecting the cluster, though generation projects increasingly require specialized studies, such as electromagnetic transients.”

“Today’s electric system planning, construction, and regulatory processes are designed to manage moderate levels of growth, but lack the flexibility, scaling, and pace needed to manage sustained surges in new customer connections and large load additions.”

“When prioritizing, utilities must consider the value each investment will bring in the short and long term, risk appetite of the organization, and ability to support the investment within the context of their specific organization.”

Guidehouse experts hit their buzzers and answer our questions.

“We’re already thinking a step ahead on low-carbon resources that will help us decarbonize our steam systems, such as hydrogen. We’re also looking into the methane detectors. So, we’re already building devices and technology for the future possibilities of the decarbonizing grid.”

In that first Special Issue, my editorial was entitled “State of Power by State.” The message there was summed up in this sentence: “When we assess the present state of power, and when we project the future, we know the states are really different.”