How to find a future that works.
Assessing the risks and rewards of distributed energy strategies.
Appendix:
In this appendix to “Opening the Black Box,” (Fortnightly, January 2014), we briefly describe the basic components of the models for managing aging assets: how to represent the condition of such assets and the outcome of replacement, maintenance, and testing decisions.
The model structure is one of optimal control with dynamic state variables and uncertainty. Let
A new approach to utility asset management.
Fortnightly’s Executive Roundtable considers industry options and risks.
Embracing a competitive and digital future for utilities.
Superstorm disruption calls for a new utility architecture.
Calculating and allocating costs for non-traditional utility services.
Alternative ways to calculate utilities’ costs of service allow policy makers to achieve social goals in a way that’s fair and economically efficient.
Delivering value in a zero-growth market.
Disruptive technologies and resource shifts are changing the utility business model. Market factors are driving companies toward four possible paths.
There’s no magic in dollar cost averaging.
Dollar-cost averaging has gained favor as a technique for hedging fuel-price risks. But hidden costs might outweigh the savings, leaving utilities exposed to volatile markets.