I find Mind Maps as a great tool to think, record and review my thoughts. Within a recent evaluation of my positioning in contributing to the energy transition I drew up a series of approaches to undertaking changing the Energy Ecosystem. We need to build out the bigger Energy Ecosystem story.

In my opinion, the burning need is to recast Energy into a new Energy Ecosystem. We need to get the narrative and positioning right and have this as our evolutionary perspective. It is collaboration and co-creation that needs “combined” efforts. Yet, to get there we need to work off the same page in what needs to be achieved and what would give a greater understanding.

Here I am not prescribing a specific energy solution I am suggesting a way to approach the communications within the energy ecosystem

I believe we fail badly at crafting the story of the changes we need to undergo in Energy transformation so I scoped out a mind map of its many different parts and give a general, you could say “commons” understanding how to explain this by following some guidelines that become standard.

Let me offer some initial thoughts on changing the energy system

Why? We simply fail to describe the needs, the values and benefits of the change and gain the recognition from the consumer. We tend to communicate our internal perspectives not the perspectives of the final consumer and that is a huge mistake. We need common themes that can be related too as they can, over time, offer a consistency and recognition what a specific solution brings and where it fits in the Energy transition puzzle

Take a look at this mind map.

We need better explanations of the journey we are all on in each solution offered. The consumer or end customer needs to understand it from their perspective and here is my first thoughts on a structure to change and why. We all need a “common” set of reference points to build from. This mind map operates as a trigger but provides the reminders of what we need to “touch upon” in any change proposal.

Any Energy Transition needs all its parts to become fully connected.  We provide the knowledge and understanding to help connect the parts that lead to a better “connected” understanding. People being asked to change need to not just accept it, they need to understand how it fits into a bigger picture……………for them, their community and for the planet. .

Any change in the energy system needs to have depth and greater knowledge, perspective and activism for delivering understanding, intent and helps position all out understanding of the Energy journey and our wish to support this along this transition pathway by being better informed and understanding that specific solutions contribution and the part that person can play to support it.

We are failing today, to get so many important, and pressing messages across as solution providers are simply caught up in their own, often just self-promoting messaging and that, quiet simply, is not good enough. We need to “draw in” the person we are asking to undergo a change and give them powerful, compelling reasons to make their change for the energy transition and what it means to us all together

The ability to balance policy and align those advanced common goals is essential. I have been working on this essential need for an integrated approach and a framework sequence that recognized the total Ecosystem for Energy transformation. Having a broader approach to Ecosystem design and thinking does help in bring collaboration and co-creation more into the center of developments

The post We need to change the story on the Energy Ecosystem first appeared on Innovating the Energy Transition.

For me, the front end of the Energy Transition is vital. What I mean by the front end is that link where innovation, ingenuity and creativity get created. Today, this must be done through more outstanding collaborations, especially recognizing the value and benefits of ecosystem thinking and design.

Innovating4Energy.com advocates for a systematic, innovative, and flexible approach to transforming the energy system. The keys are the mix of building the pillars of innovation and ingenuity, the research and deployment approach, and the reforming and disruption strategies, which are all essential components of this Energy Transforming approach, delivered over clear impact steps.

To achieve a sustainable energy transition, sound consistency in advocating and applying a systematic, innovative, and flexible approach to transforming the energy ecosystem does need a central emphasis on placing importance on learning from experimentation, seeking advanced solutions, and sharing knowledge.

Placing a greater emphasis and set of resources on Innovation will help make rapid progress towards a more sustainable and efficient energy future in highly collaborative and open ways.

Much of this is how you set about the Front End of Energy transition and change and the consideration towards embracing Ecosystem design and thinking has enormous value in this assessment.

Integrating the front end of energy change with a focus on innovation, ingenuity, and creativity is a powerful approach. So, what are the essential elements within the context of Business Ecosystem thinking and design:

1. Innovation as the Catalyst for Energy Transformation:
   • Position innovation as the driving force behind the energy transformation, emphasizing that technological breakthroughs, business models, and process collaborations are pivotal for achieving sustainable energy goals. Advancements in renewable energy technologies to novel energy storage and distribution approaches increasingly require cooperation and collaborations across industry and government collaborations..
2. Energy Ecosystems set up as Innovation Hubs:
   • The role of business ecosystems as natural incubators for innovation is recognized as important places for sharing, exchanging and building new concepts and extending research into commercialisation. Ecosystem Hubs bring together diverse talents, expertise, and resources, fostering an environment where creative ideas can flourish and be translated into practical solutions for the energy industry. Siemens Energy has opened Innovation Centers in Berlin, Orlando, Shenzhen, and Abu Dhabi to Connet, Ignite, Co-Create, Explore, Pilot and Showcase.
3. Creativity in Problem-Solving:
   • The ability to collaboratively and creatively solve problems in overcoming the complex challenges of the energy transition requires this ecosystem approach. Encourage thinking beyond traditional boundaries and embracing unconventional ideas to address issues such as intermittency in renewable sources or optimizing energy storage systems or collaborating around renewing national grids.
4. Cross-Industry Collaboration:
   • Energy is such a broad area, and there is a strong argument that cross-industry collaboration within the energy ecosystem should be made much more common. This often needs a catalyst, and this is where Governments can play a leading role in building the forum for this to happen- The need to encourage partnerships with technology companies, startups, and organizations from other sectors to bring fresh perspectives and diverse skill sets to the table, sparking innovative approaches to energy challenges is a growing imperative..
5. Ingenuity in Sustainable Business Models:
   • There needs to be a greater ability to Showcase innovative and sustainable business models emerging within the energy industry. This could include examples of successful collaborations, new financing models for renewable projects, or creative approaches to energy efficiency that go beyond conventional practices. Showing leading practices and examples of how challenges were overcome in imaginative and constructive ways is a great way to accelerate adoption and increase investment confidence.
6. Ecosystems as Catalysts for Creativity:
   • Structuring business energy ecosystems to provide the fertile ground for creativity to thrive encourages a growing group of adopters. By breaking down silos, showing how, where and why by encouraging open collaboration, ecosystems create a dynamic environment where ideas can be shared, refined, and implemented at a pace not achievable in isolated settings.
7. Agile and Adaptive Ecosystems:
   • Energy changes face significant obstacles in terms of time, risk, and the level of change that needs to occur. There is a vitally important place to stress the importance of agility and adaptability within business energy ecosystems. The energy landscape is evolving rapidly, and ecosystems that can embrace change and quickly pivot in response to new challenges will be better positioned to drive innovation and stay ahead of the curve. Energy investments are often long-term commitments, and the ability to exchange, investigate and explore all options throughout the development stages is vital to minimise expensive errors or wrong investments.
8. Empowering the Next Generation of Innovators:
   • Highlight initiatives that nurture and empower the next generation of innovators within the energy sector. The Energy Industry is facing an extensive shortage of manpower and experience. The industry is facing significant loss due to retirement or positions more attractive than ones often today involves facing harsh conditions, stressful events and often inadequate solutions and funding. How to recruit and train the next generation needs some radical rethinks to attract the right skills. This needs to go way beyond the usual educational programs, partnerships with research institutions, and mentorship opportunities to ensure a continuous influx of fresh ideas and perspectives; it needs highly imaginative approaches, indeed becoming more reliant on AI Generation solutions.

By recognizing the Front End of the Energy System, we need to be more aware of, recognize, and apply innovation, ingenuity, and creativity in the context of Business Energy Ecosystem thinking and design.

I have written about what to consider in the design of Energy Ecosystems, as it is a shared challenge for all of us. Within the tabs on this site, you see outlines of how to look at innovation pillars, research and deploy, reform and disrupt, and impact steps.

We need to emphasize the importance of these aspects discussed above and position them as essential drivers of positive change within the energy industry.

This thinking about what makes up the front end of Energy needs to capture the spirit of transformation and inspire stakeholders to engage actively in the co-creation of a sustainable energy future, the Energy Ecosystem in design and thinking.

The post The Importance of Innovation at the Front End of the Energy Transition. first appeared on Innovating the Energy Transition.

For me, the Energy Transition is a complex, multi-headed beast that always provides more challenge rather than less.

We seem to be faced with Hydra. The Hydra was Hercules’s second labour. He attempted to cut off the heads of the beast, but every time one was cut off, two more would grow back in its place. Another challenge in killing the Hydra was that its’ breath was poisonous to all who crossed its path.

The weakness of the Hydra was that only one of its heads was immortal. In the energy transition world, I worry that this one immortal head might be fossil fuel, challenging to slay.

I don’t slay beasts; I try to shape the behaviours of clients. Renewables feature front and centre. Getting engagement is hard work; adopting different thinking and application solutions is even more challenging. The level of engagement determines the ability to allow a different way to permeate and take hold. You need many tools, ideas, visuals, promoters, discussions, etc.

Finding the time for clients to get into these types of immersion is not easy; it has to be really “mixed” up. Do I have this “cocktail” right? Frankly, no, but tackling. Individuals or teams need to find their reactive points. They need to want to open up to change. I love the word “catalyst.” if it gains the type of reaction you are looking for, you are the agent that provokes or speeds action or change.

I take and leverage the use of Ecosystem thinking and design for promoting innovation within the Energy Transition?” My constant question is how do we adequately apply Ecosystem thinking and design, innovation engagement and activation to gain attention and achieve attraction and participation in the Energy Transition? How do we reduce greenhouse gases and seek out clean energy solutions? What does that mean, and what contributions can be made? That is a good starting point to kick-start new thinking.

When I delve into the application of ecosystem thinking and design, innovation engagement, and activation strategies to promote innovation within the energy transition, I try to bring the different elements and strive to integrate them effectively. To do that, you need a veritable tool kit.

Let me summarize many of the moving parts here.

Ecosystem Thinking and Design: We began by emphasizing the importance of understanding the ecosystem’s interconnected elements, stakeholders, and dynamics in the Energy issues trying to be resolved. This understanding forms the foundation for designing innovative approaches that consider the broader context, gather the research, relate to the challenges and complexities and, through levels of fostering collaboration, try to enable holistic solutions.

Innovation Engagement and Activation: I then apply ecosystem-centric innovation engagement strategies to ensure active participation and attraction within the energy transition. These are selective and constrained by the challenge, time, resources and investment.

The aim is to raise up interest and engagement by applying selectively to draw out and gain insights and fill the gaps. How far I can go always boils down to “it depends.” In how much time, what commitment and ability to spend time on reacting differently. Managing energy transitions is like coaching, mentoring and advising to change perceptions, habits and entrenched positions. You have to draw these out.

My shortened group to keep referring back to.

1. Curiosity-Driven Exploration: Initiate conversations and engage diverse stakeholders to uncover unique perspectives and insights.
2. Dynamic Stakeholder Mapping: This allows stakeholders to emerge organically through engagement, ensuring a comprehensive network of participants.
3. Co-Creation Workshops: Collaboratively ideate solutions that align with community values and diverse expertise.
4. Emergent Project Ideation: Encourage organic project ideas to emerge during co-creation sessions, allowing innovation to flow naturally.
5. Adaptive Collaboration Networks: Create flexible networks that adapt to project needs, ensuring diverse contributions.
6. Rapid Prototyping: Prototype multiple ideas quickly to test feasibility and gather real-time feedback.
7. Feedback-Driven Refinement: Integrate feedback from both participants and the wider community to iterate and refine projects.
8. Ecosystem Synergy: Identify opportunities to collaborate with existing initiatives, maximizing impact through shared efforts.
9. Adaptive Strategies: Stay agile, adjusting strategies based on real-time feedback and emerging opportunities.
10. Networked Learning: Foster continuous learning and knowledge sharing within the community for ongoing improvement.
11. Distributed Leadership: Empower community members to lead various aspects of the energy innovation ecosystem, promoting diverse contributions.
12. Reflect and Iterate: Regularly assess the approach’s effectiveness, refine strategies, and continuously enhance the ecosystem-centric innovation efforts.

Attracting Attention and Participation: A large part of my job is to push the boundaries of conventional approaches, suggesting disruptive and out-of-the-box concepts that engage participants, capture attention, and drive participation. Without a doubt, attention-grabbing approaches are hard as so many can become quickly overwhelmed by the sheer complexity and multiple challenges that the Energy Transition presents.

Achieving levels of captivation, exploring present norms and seeing how and what can replace them, fostering a collaborative environment, making it innovative and putting in place a path for sustainable progress is not a bad place to end up as Energy has got so much legacy, established opinions and acceptance of “well that’s the way we do it” it is tough to make innovation more central in a team or persons mind.

Still, I try to emphasise the importance of understanding the ecosystem’s interconnected elements, stakeholders and dynamics. This understanding forms the foundation for the understanding and designing of innovative approaches that deliberately consider the broader context, looking to foster collaborations to enable more expansive- thinking and consider different solutions to the existing norm.

The post Seeing a different Energy Future away from Fossil Fuel first appeared on Innovating the Energy Transition.

I often wonder about the rigor of assessments and the lack of a common approach when evaluating or assessing the contributions of new concepts or innovation solutions in any Energy Transition and the broader impacts these can have. So does this 18S framework provide this?

So what makes up the 18S framework to assess any change and innovation in the Energy transition?

I feel this framework can apply to any energy transition and provides a common point of evaluation with consistency in each part of the 18S to evaluate for efficiencies, affordability, reliability, accessibility, availability, dependability, abundance, and effectiveness.

The elements and dimensions of this 18S can determine what we need to work through and understand to gain a more “holistic” overview, especially coming from any changes and new innovative solutions.

I certainly got the inspiration from this paper for constructing this 18S for evaluating new energy transition innovation solutions.

I came across this 18 S approach in a paper by Dincer & Acar “Innovation in Hydrogen Production,” 2017. It struck me as an excellent way to work around all involved in any evaluation of working through the energy Transition in future evaluations.

The depth of assessment for a very detailed hydrogen evaluation was impressive in this paper, “Innovation in Hydrogen Production” It gave an extensive evaluation of hydrogen broken down by this 18S framework. It is well worth reading.

Here I provide a brief note of ideas for each of these 18S as a prompter and stimulus, no more.

At this point, it is not a comprehensive explanation of each part just a trigger to establish a possible Energy Transition Evaluation that covers many of the essential bases.

Source

There is a strong need to identify reliable, affordable, abundant, and clean sources focused on replacement with renewable resources solutions.

For instance, renewable sources offer the best opportunity for reducing GHG emissions and dependence on fossil fuels. Selected sources where emissions, efficiencies, cost, renewability, and multi-generation options can be compared.

Systems

There is always a clear need to identify, develop and implement efficient and effective systems.

Systems should address all critical aspects of design, construction, operation, and maintenance. Compliance with the requirements reduces the system risk to a safe level.

Regardless of the type of energy innovation, innovative systems need evaluation, for potential cost minimization, Emissions reduction, size decrease, Improved reliability, and durability. Increased system efficiency, less complexity, more efficient.

Service

Services should support new connections between energy supply and demand. This can be done in either centralized or decentralized ways, possibly improving overall system flexibility, possibly improving overall system flexibility.

In any added value of services, to extend, to extend the scope, value, and flexibility become important to evaluate.

Scope

It is necessary to define the scope and proceed accordingly in any research and development activities or evaluation and assessment of what it sets out to achieve.

The interconnected characteristics of the present energy systems – including production, distribution, and conversion processes are challenging to decision-makers aiming to stimulate a widespread energy transition.

A well-defined and developed scope needs to account for the impact of any change-over, and possible drops in existing efficiencies before new innovation solutions gain their levels of suggested benefits.

Staff

A well-trained staff is required in every domain of a changing energy transformation, ranging from research to commercialization and from production to utilization. What knowledge is transferable, and what needs to be learned?

Staff need to gain experience in the development of safety criteria, different codes, standards, certification, and approval needs where adoption gains are shared internationally to speed up competency and establishment.

During the transition to new systems, user competency and approval are very essential for gaining an understanding and encouragement for change.

Scale-up

There is a strong need to place an emphasis work on scaling up for large-scale applications. Scaling up can reduce unit costs of production, delivery, and storage, how is this being explained?

Knowing how any scaling-up has quantifiable potential to reduce costs, how is this addressed?

Safety

Safety is a significant topic to deal with, especially for any new technologies or system changes

What is being proposed as new safety procedures and standards, accident procedures, and different user competencies (in-home usage for example)

Do safety procedures and standards change if energy solutions or designs have different characteristics compared to the current ones used in the market?

Scheme

The goal is to organize existing schemes so that they work together towards a mutual energy “connected” target, a new energy system.

There is a need to develop schemes for dealing with changing production, storage, handling, transportation, delivery, and end-use. For instance, a variety of alternatives are available and how have they been assessed,

Sector

Sectoral integration is essential to properly identify the advantages and disadvantages of changing existing emission mitigation strategies and suggesting new and different optimum pathways among different end-use sectors and their implications.

Also, it is important to make sure that today’s investment decisions do not risk the development of innovative technologies in the long term

In energy end-use sectors, technological advancement, the enhancement and extending existing technologies, the development of novel and more efficient technologies, and behavioral alteration to decrease energy use, including converting to low-carbon alternatives all can have sectorial implications.

Solution

A solution-based strategy is important in developing the right technologies and their implementation for sectoral use. and offering solutions to global energy-related issues.

We need to encourage the discovery of solutions to address global energy challenges via collaboration with different industries, companies, agencies, institutions, universities, local and global organizations, and stakeholders, and these collaborations might offer very different longer-term solutions. that aim to minimize costs, enhanced system efficiencies, and accelerate market introduction.

We always need to take social and environmental impacts into account to gain a wider public understanding of any solution change.

Fundamental research should consider solutions that are solid, sound, and promising and are clearly advancements on the existing.

Stakeholder

All stakeholders, academia, industries, government agencies, NGOs, etc. should come together in achieving the energy transition, it has an impact on all of our lives. Stakeholder involvement is an essential requirement.

Stakeholder education and involvement could potentially increase public approval and consequently eliminate several possible problems and long and often needless delays during the transition.

The success of stakeholder involvement is determined by their collaboration, mutual
actions and decisions, and tacit and binding agreements. Is this adequately addressed?

Standardization

There is an urgent need to develop the right standards to correctly govern the process of implementing and developing technical standards so as to cover the entire spectrum of solutions offered, so they can be compared and evaluated.

Standardization is vital to the development of an effective energy infrastructure where international codes and standards should be strengthened and harmonized globally to accelerate and optimize the changes needed.

Subsidy

During the transition to different-based energy systems, subsidies are essential to start and speed up the transition. Short and long-term subsidies promote the initial acceptance of changing energy systems; they can also help during scale-up and introduction of innovative solutions to new energy markets, able to adopt new technologies without going through longer “learning curves”.

When properly used, subsidies can support innovative technologies to be effectively delivered to the public very quickly, often generating early consumer interest.

It is important to recognize subsidies should be distributed between end users, manufacturers, and supply systems in order to stimulate the energy market and minimize or share the investment risk by all parties.

Stimulation

There is a need to implement stimulation packages for practitioners, technologists, engineers, etc. who are primarily responsible for implementing any new technologies.

Investment (i.e. venture capital) and early market deployment can provide early stimulation, so as to enable research, development, and demonstration of activities to accelerate new innovative energy solutions.

Thorough policies by governments and authorities can also stimulate collaborations between different sectors, research organizations, institutions, industries, and relevant players in the energy field so as to trigger and stimulate the success of innovative systems.

Structure

It is necessary to develop a structural approach at every step of the energy transition. Covering future production, storage, transportation, conversion, and utilization in various sectors, providing regular assessments of the existing structure, changes occurring, and the impact effect to encourage earlier conversion outlining associated costs.

There is recognition that extensive research, design, and demonstration are required to support the energy transition change systems and can radically alter the existing structures.

Strategy
It is necessary to develop strategies for outlining the advantages of any new innovative technology or infrastructure change and addressing their true implementation, impact, and effect.

Such a strategy covers a plan of action or policy designed to achieve the ultimate goal of switching to new solutions and its contribution to the energy transition economy.

A well-developed strategy is needed to discuss the advantages and disadvantages of existing energy compared to future ones.

Support

Evaluating many support projects can enhance the understanding of the interactions among different energy sectors.

Since innovative energy solutions are evolving and emerging fast, it requires urgent support academically, technically, financially, institutionally, and politically to contribute. This support is required for the research, design, development, building, and testing, and the final support of the scaling up.

Active and visible support is critical for technological advancements and public acceptance.

Sustainability

The vision of the twenty-first century is that sustainable energy systems need to shift to more favorable and sustaining future ones.

Any new innovative system should support the main pillars of sustainability: better efficiency, better cost-effectiveness, better resource use, better design and analysis, better energy security, and a better environment.

A holistic sustainability view is needed across multiple dimensions, covering energy impact changes, environmental, economic, social, and political dimensions.

The need is looking for promising solutions for global challenges in a sustainable fashion.

Views need to specifically address problems related to climate change, the present dominance and limited nature of fossil fuels, growing energy demands, and the different impact assessments.

Sustainability needs to be evaluated for, impact, efficiencies, affordability, reliability, accessibility, availability, dependability, abundance, and effectiveness as these all contribute to a different sustaining future at individual, local, regional, national, and global levels.

As a summary

The complexity we find in evaluating what to consider in assessing and recommending any change in the Energy System does need common levels of cross-comparison.

The elements and dimensions of this 18S framework can achieve a solid assessment of the critical aspects of any energy transition assessment.

The post Working through a proposed Energy Transition Evaluation first appeared on Innovating the Energy Transition.

There are so many risks in the near to mid-term to derail the Energy Transition. I feel it is really hard to stay focused and not become distracted by the anti-energy transition groups. I am a firm believer in having a navigable strategic and tactical pathway to keep you on a given track along the route you have chosen to get to a given goal. Clearly, as we progress, we learn and adjustments are made but you have to map out a fairly solid (looking) pathway to keep on track.

I wrote about the concept of exploring energy fitness landscapes. The article “My initial thinking behind Energy Fitness Landscapes“, written in 2021, uses Hydrogen as an example, with a follow-up one year later. Here I am looking at the Energy Transition from an evolving technology innovation perspective. In other words, what “forces” can be identified or promoted that can transform the existing energy system through the pursuit of new inventions, innovations, or technological advancement? I took hydrogen as an example.

A risk of the energy transition is we give higher emphasis on the depth of knowledge in one area, get distracted often and fail to pull this together, to map it into the bigger picture of the practical, broader-based one. We do need a clear pathway.

The current to near-term risks for the Energy Transition

I have been recently looking at what is regarded as the top ten risks to near-term success in the energy industry and although I agree with many of these, it tends to be a little narrow and forgets to reflect more of the individual company risks or specific industry-related ones.

• It groups them into instability issues that are with us at present. These are political change, supply chain failures, financial market instability, growing conflicts in wars, terrorism and riots.
• Then it groups the next risk factors as lack of focus on a just energy transition, people-related risks and negative public sentiment towards a part of the broader energy industry.
• Then public policies in inadequacy and timely response, delays or lagging procedures, regulations and also in unexpected surprises significantly change the dynamics within industries. The big pledges, the different investment acts that transform investment.
• Lastly, the risks centred around fossil fuels and the progress towards renewables. The current high prices and volatility for oil and gas, the pressures of withdrawing investment money into fossil fuel projects being effective, channelling the current high level of profits from oil companies into renewables and the whole question of where we are on ‘unabated coal power generation or a post I wrote on carbon capture (saga, viability and avenues)

Knowing where you are going

When you look through the lens of innovating at the Energy Transition, you often question the fitness or the reality (ability) to achieve something.

Also this “mapping back” gives our broader society and non-expert groups the opportunity to relate to the Energy transition from a specific perspective in their need to understand their part to play within this energy transition, it gives them identification. It generates their need to change or support change and brings about more extensive (behavioural) change and awareness.

Any transition needs to explain the value, need and the idea of advancement and offset the blockages if it does not fit their frame of thinking or how or why it is relevant to them due to poor understanding.

Fitness landscape thinking can help make the journey a lot easier to determine what is needed to undertake it. It is a dynamic process that stays ‘evolving.

Recently I was reading a paper written by the Dubai Future Foundation, which reimagines, inspires and designs Dubai’s future in collaboration with our public and private sector partners. Our aim is to make Dubai one of the world’s foremost future cities.

The Foundation paper “Hydrogen From Hype to Reality (opens directly to a pdf, 100 pages plus) provides a very comprehensive explainer of Hydrogen and its fit within the future of UAE. Worth reading

My suggested “handy” innovators’ strategic pathway guide for energy concepts to commercialization.

In reading the UAE report I felt there was a good “handy innovators” strategic pathway, well my version of one, to fit my focus area of looking at the Energy Transition from an evolving technology innovation perspective. In other words, what “triggers the innovation development process advancement” can be followed in the pursuit of a new invention, innovation, or technological advancement?

• The development of proof of concepts building and equally collecting future showcase use cases
• The development of prototypes demonstrating the ability to overcome challenges, technology hurdles
• Carrying out a pilot (or multiple pilots) for demonstrating the different stages of verification
• Building the assessment and feasibility study of a funded pipeline of innovation enhancements
• Informing and aligning key stakeholders and government entities to manage, influence, inform and coordinate the changes generated by the evolving technology innovation perspective.
• Drawing out insights, known risks and their management, timing and cost impediments
• The attracting, securing and building of the financial support needed to extend, speed up and scale.
• The ability to determine clear targeted measures, milestones and KPIs to facilitate and inform all the necessary stakeholders
• The identification of the roll-out targetted market potentials and conversion needs from old to new
• The development plan to fund, scale and invest on the appropriate level to support the technology change and its impact and value for those involved and society at large

I expect this could be improved or challenged even, but my point of emphasis is to have a clear manageable strategic pathway that provides a plan that maps out a pathway of change that includes an assessment of the landscape, the related risks that this transition needs to account for, and an innovation process for managing the evolving new technology innovation introduction or replacement validation. We need to have a clear understanding of all of these to provide a “reasonable” opening viewpoint of any contribution to the energy transition.

The post Navigating an Energy Transition strategic pathway first appeared on Innovating the Energy Transition.

I have been asking myself how a combined effect of innovation and ecosystem design thinking will support the energy transition we are undertaking to give it additional traction and generation.

In a recent report released by IEA in the last week or so, “Tracking clean energy innovation in the business sector: an overview.” they emphasised the point that “Acceleration of clean energy innovation, supported by effective innovation policies, is critical for achieving net-zero emissions by 2050, and the technology development in the business sector will be to success“.

I draw from this report this initial perspective: “The major drawbacks are we are simply NOT recognizing the need to have a clear and consistent way of approaching and capturing innovation at the front end of discovery or exploration. The inconsistency of not having clarity of how innovation is undertaken and then reported uniformly is continuing to hold up upfront investment, institutional capacity building and consistent classification of technologies”.

The IEA estimates that companies active in energy technologies spent almost USD 120 billion on energy R&D in 2021, three times more than governments. They remark, “Beyond these headline estimates, however, information on the energy innovation activities of firms – whether freely or commercially available; at technology level or highly aggregated – is frustratingly scarce.”

We need to recognize the importance of innovation, not just on what it can bring in through future solutions but on its need to have a recognized, established process to capture, evaluate and openly report on any innovation project’s progress.

The vital “infusion” of innovation in thinking, approaching and building this into the front end of any energy transition provides a more significant discovery structure and process that can significantly facilitate the changes with more informed knowledge, insights and validation of a path to travel.

We need to build an energy innovation ecosystem that shares, collaborates and openly exchanges the discovery to validate what a specific innovation solution provides so that others can gain insights and knowledge.

We must accelerate knowledge by sharing and openly exchanging. That requires at least one or a series of technology platforms that allows for the coalescing and collaborating around “future” energy innovation.

Without established methodologies consistently applied to energy, there are opportunities to do so; we require a recognized standard innovation process across the energy sector. One that supports collaboration, networks and knowledge sharing. If “we” are not informed or can judge “success” how can we scale out, form broader policy or build a funding mechanism that accelerates the energy transition?

Today we lack promising answers and key uncertainties facing investors and policymakers in areas including hydrogen, smart grids, energy efficiency, electrification and many more, as concepts developed are not seen, judged or evaluated in a defined, established way. Can we afford not to get organized?

We do need to recognize the front end of energy from an innovation perspective a lot more.

Finding fresh ideas and momentum

The energy transition needs a broad array of thinking; specialists, generalists, enthusiasts and passionate people that can move beyond their own view offering a “non-ideological confrontation” where solutions are both sustainable and accelerate a path to decarbonization and net zero without any legacy or vested interest effect.

This innovator capacity needs to be ‘enforced’ and requires more significant insights and understanding of the alternatives, options, issues, and challenges.

There is a substantial role for me to play, I feel, in advising on innovation for decades.

This is why my multiplier approach offers one framework to help work this complexity through the energy transition in a supportive, systematic way; the combination gives momentum, traction and fresh energy.

For me, applying the “multiplier effect” to any discovery and validation accelerates the understanding of where the potential growth and impact points of a new business opportunity can occur.

My positioning is at the front end of the Energy Transition, building insights through the “eyes” of the strategic innovator.

I see the front end of energy as the critical feeding-in point for the energy transition. So what does this mean exactly?

• I provide evaluations and assessments of the front end of a transformation in discovery and validation that build understanding and fresh thinking.
• I bring “order” to the innovation process and seek to share and enhance a broader understanding of what is being achieved for others to gain equally.
• The combination of innovation within ecosystem thinking and the design approach supports the acceleration of the energy transition.
• Known “outputs” and “outcomes” of innovation can and will bring faster adoption and the spread of new or improved technologies in specific fields that can contribute to the acceleration of the energy transition.
• The combination capitalizes on the value points of data assets combined with knowledge insights and business-building experience. It can offer a different multiplier effect to idea generation and momentum building.

While few established innovation methodologies have been consistently applied to energy, there are opportunities to do so. Existing methods can potentially be adapted to track the specificities of clean energy technology innovation by the business sector in ways that answer key uncertainties facing policymakers in areas including hydrogen, smart grids, energy efficiency, electrification and many more.

Offering a given value in the proposition

I want to advance further what organizations or individuals responsible for leading the energy transition require to support and develop a more significant innovation and transformation understanding of energy transition options. To support them and build new competencies, clients achieve positive and sustaining results from these activities around the energy transition they intend to undertake.

The insights delivered aim to offer a unique view leading to a more balanced perspective, fresh inspiration and real alternatives to investigate and explore energy transitions and then to share what they have gained in insights, knowledge and value.

Explore Innovating the Energy Transition that begins to bring innovation to the fore in its need to be seen as distinctive as a structural approach to manage the energy transition in the future in a highly collaborative, networked way.

Building a better discovery and validation portfolio

To build this better discovery and validation, you need to think differently than we do today.

We need to think about ecosystems in design and thinking ways.

We must build technology platforms to communicate, exchange and share in collaborative energy ventures to manage this energy transition on a global basis.

Extracting knowledge and applying application and practice gives clients the beginning of the “discovery and validation phase”, accelerating the client’s growth options in more structured ways, what is evolving and what impact and growth opportunities are on a business by taking the innovator’s perspective into assessing the need for a client’s energy transition.

By drawing on the external perspective, there is a significant saving in the amount of time in early resource investment. These insights and recommendations provide the triggering points for seeing fresh growth opportunities.

Does that make sense? It does to me, but maybe I am a little biased here! Let me know your thoughts, please.

The post Building momentum, gaining idea generation into energy insights first appeared on Innovating the Energy Transition.

Accelerating the Energy Transition
https://innovating4energy.com

Over the next twenty to thirty years, the Energy System will undergo a massive transition to achieve that eventual 2050 net-zero target of decarbonizing the energy system fully, resulting in a clean, climate-resilient energy transformation.

I have been looking in a short mini-series at the need to structure the Energy System in a very systematic and consistent evaluation as we undertake the changes from a fossil-reliant ecosystem into a clean, renewable one, with the overriding obligation to address climate change.

In this third and final post of this series, I focus on 1. Innovation & Ingenuity, 2. Experimentation & Rapid Pilots, and 3. Leapfrog Opportunities and discuss a value proposal.

Within my first post, “Changing the Energy Ecosystem“, I began to lay out the need to change the energy dynamics by redirecting them away from the existing systems and structures and where I looked at the triggering points of this: 1. Changing the Energy System, followed by considering new 2. Value Propositions (scenario, synthesise, combinations, synopsis, sketches) and then evaluating the 3. Dealing with the different disruption and dislocation points, and 4. the need for rapid learning and knowledge sharing.

In my second post, “Building out the new Energy Ecosystem “, I  continued to build out the new Energy Ecosystem. This post focused on triggering thinking for reforming the Business Models within any energy system change and then looked at the necessary resolutions in the impact or implications any new business model will have.

Moving from proven to nascent solutions needs an innovation mindset

So why am I focusing on these? 1. Innovation & Ingenuity specifically, and then on the essentials of building real competencies in 2. Experimentation & Rapid Pilots, and then taking a future building capability with 3. Leapfrog Opportunities.

As I mentioned in the previous post, we need to dismantle the existing energy ecosystem; we are building the new one inside; that is the really hard part; it is full of variability and novelty.

We are replacing proven solutions with nascent ones, perhaps individually demonstrated but not fully connected up in an integrated, designed energy system showing validation and long-term return or resilience.

This is why within this post, my emphasis is on innovation generation, experimentation and the need to look beyond the known and sometimes leap into the unknown. We need an equal emphasis on start-up-driven innovation and rapidly establishing technology-driven solutions.

I have not focused here on the multiple energy solutions available.

They can cover additional concepts like blockchain, big data, microgrids, storage for providing and handling energy or the enormous potential of digital smart “everything” or cover electrolyzers, grid transmission solutions, power generation, electric charging, wind, solar, hydro etc., etc.

The list of innovative solutions seems endless, but this becomes a central point here. If you do not establish a real core innovation capability and set of competencies and capacities to innovate, you run the risk of not optimizing or capitalizing on all the solutions offered today or emerging in the next ten or more years.

Hence why, in any changing Energy Ecosystem, Innovation becomes a central tenet.

Innovation is the energy transition key enabler.

Innovation is the engine that powers the ongoing transformation of the
global energy system. Decision-makers need to identify the optimal combination of solutions, which needs a dedicated team of innovators exploring and exploiting options and validating them systematically.

Innovation needs to build the capability to understand the enabling technologies, investigate fit and innovative business models, and constantly determine different market designs and system operations.

We must recognize today that any energy innovation challenge we face extends to sectors that have not significantly changed for many decades and that do not yet have commercially available low-carbon options.

Technology innovation is the key, but we must make quicker progress through faster innovation.

Energy technology refers to the combination of hardware, techniques, skills, methods and processes used in the production of energy and the provision of energy services, i.e. the way we go about producing, transforming, storing, transporting and using energy.

 We require a rapid evolution of the technology mix, particularly in some emerging economies that are just starting out on their decarbonisation journeys. The under-appreciation of these urgent challenges in today’s energy debate is a real concern and why I believe we need to recognize the current Energy Ecosystem is not fit for future purposes.

We need to recognize there are no single or simple solutions to putting the world on a sustainable path to net-zero emissions; it will come from a radical re-assessment of what the future energy ecosystem needs.

I do not want to take this urgency further here; that’s for future posts with a growing recognition that today’s energy transition is falling behind in its goals to achieve net zero by 2050. We do need to speed up and innovate.

So let me return to this third part of my structure to drive an Energy Ecosystem change.

Again I have used mindmaps to reduce content and allow an individual understanding of each idea and what it triggers. This offers the individual a suggested prescriptive framework and course of possible activation, but I stress again, as previously, “the devil is in your details and circumstances“.

Innovation & Inqenuity

The triggers to build out Innovation Capabilities for the Energy Ecosystem

Experimentation and Pilots

The capacity and competencies for experimenting and exploring pilots and prototypes become essential to learning and building an innovation capability.

Experimentation and Pilot building capabilities for the Energy Ecosystem

Leapfrog Opportunities

The need to change our energy systems in thirty years is a really short period. It needs to adopt a greater “leapfrogging” approach to technology, business model options, market design and system operations.

To accelerate the Energy Ecosystem, you must leapfrog as much as possible.

Through my focus on innovating for energy, I have placed my point of value on supporting the building out of a structured system that takes the energy ecosystem and builds the essential aspects needed for any energy transition into it.

MY Value Proposal

This dedicated website outlining services, thinking, and structures that can help you formulate a pathway of change in energy perspectives and solutions.

Any Energy Transition needs all its parts to become fully connected.  We provide the knowledge and understanding to help connect the parts that lead to fresh business opportunities and growth.

• Our value is in helping to translate the understanding and the decisions needed to provide that critical different perspective and positioned to operate at the front end of the Energy System.

There is a growing urgency in the innovation scope, pace and direction of changes needed. Any change in the energy system needs to have depth and greater knowledge, perspective and activism for delivering innovation intent and helps the positioning in building out your understanding of the Energy journey and our wish to support you along this transition pathway.

The vital “infusion” of innovation in thinking, approaching and building this into the front end of energy provides a greater discovery structure and process that can greatly facilitate the changes, with more informed knowledge, insights and validation of a path to travel.

Contact me if you would like to explore where innovation fits within your energy transition.

The post Accelerating the new Energy Ecosystem first appeared on Innovating the Energy Transition.

Building out the new Energy Ecosystem

I firmly believe the Energy System needs a very systematic and consistent evaluation as we undertake the changes from a fossil-reliant ecosystem into a clean, renewable one, with the overriding obligation to address climate change.

As you consider a change of this magnitude, you recognize how complicated this becomes, and the deeper your thinking becomes, hence why I like thinking through this with the use of mind maps.

I would argue we need a consistent framework to keep working through all the changes that will be undertaken in the next twenty to thirty years to achieve that eventual 2050 net-zero target of decarbonizing the energy system fully;  resulting in a clean, climate-resilient energy transformation.

Within my first post, “Changing the Energy Ecosystem“, I began to lay out the need to change the energy dynamics by redirecting them away from the existing systems and structures.

This is my second post, which continues to build out the new Energy Ecosystem.

This post focuses on the two points of Reforming Business models and the needed Resolutions to take this different thinking forward, then I will take out in the third post, Innovation & Ingenuity, Experimentation & Rapid Pilots,  and Leapfrog Opportunities.

Reforming Business Models and Needed Resolutions required.

So this post focuses on reforming the Business Models within any energy system change and then looking at the necessary resolutions in the impact or implications any new business model will have.

Putting the scale of this Energy Transition into context.

Again, these are my first attempts to systematically redirect or reorder the Energy System. I have viewed the Energy System as an Ecosystem one as it needs to account for a whole system approach. I find so much of today is made up of piecemeal evaluations or activities, lacking that comprehensive view or systematic evaluation before the change is undertaken.

Any evaluation of Energy System change requires an initial view of the six dimensions that will impact or trigger any seismic change. These are 1. Environmental. 2. Economic, 3. Technical, 4. Institutional, 5. Political and 6. Social.  I have left this analysis out in these posts, but these drive the macro case for making the Energy Transition change.

The sheer size of estimated investment in changing the energy system is presently suggested as between $110 trillion to $140 trillion by 2050. For all those involved, their investments in transforming what they have as assets today, how to transition or retire them, and what and where they need to invest in the future in renewable energy sources is a daunting task, full of risk and uncertainties.

A consistent and sustaining evaluation pathway for the Energy System

Changing the energy system must have a systematic redirection, built on an evaluation format that stays sustaining and constant for a pathway that will be lasting twenty-eight years to achieve that eventual 2050 net-zero target of decarbonizing the energy system fully, resulting in a clean, climate-resilient energy transformation.

Building the new from within the existing, we have no other choice.

As we dismantle the existing energy ecosystem, we are building the new one inside; that is the really hard part; it is full of variability and novelty. We only have one planet; we need energy constantly and always on. We are transforming one built out from our reliance on fossil fuel being progressively dismantled to one built on renewables in such a short time span is monumental.

We are replacing proven solutions with nascent ones, perhaps individually demonstrated but not fully connected up in an integrated, designed energy system showing validation and long-term return or resilience.

We do need to get our heads around this to manage what is orderly chaos, thinking through the “known-unknown-unknowable” in our present and future projected world and dealing with all the constraints.

This is why I refer to The Cynefin framework from Dave Snowden through Cognitive Edge. The positioning of Cognitive Edge is “making sense of complexity in order to act.” That trying to make sense of all the constraints involved in changing the Energy systems.

Building upon my opening post

So building from my opening post of “Changing the Energy Ecosystem” where I looked at the triggering points of this: 1. Changing the Energy System, followed by considering new 2. Value Propositions (scenario, synthesise, combinations, synopsis, sketches) and then evaluating the 3. Dealing with the different disruption and dislocation points, and 4. the need for rapid learning and knowledge sharing. We now need to go one step deeper.

I have taken a mind mapping approach to reduce content and allow an individual understanding of each idea and what it triggers. This offers the individual a suggested prescriptive framework and course of possible activation, but “the devil is in your details and circumstances“.

Going one stage further- Reforming Business Models and the Resolutions needed

Reforming the Business Models- opening thoughts

Reforming Business Models is absolutely essential in any Energy Transition.

Resolutions needed- initial areas of focus.

Resolution Needs to address in the Energy Transition.

Rebuilding our Energy Ecosystems

How can we unplug from a fossil-dependent energy system into a clean, reliable and renewable one that is sustaining and net-zero for greenhouse gas emissions?

It is the emerging scope of Business Models and Resolutions needed to be found that “informs” the application explored in the next post of 1. Innovation & Ingenuity, 2. Experimentation & pilots, and 3. those Leapfrog opportunities

What needs to be explored, exploited, built out, and deployed based on the business models and the resolutions considered to existing and future needs as outlined briefly in this post and the first post to shape the future of energy in predictable and systematic ways?

The post Building out the new Energy Ecosystem first appeared on Innovating the Energy Transition.

Pinned to my door, my way of approaching the Energy Transition

I have on the door of my office the approach I am taking to build out my understanding and pace myself in what I can absorb, translate and offer views upon on the Energy Transition.

My site www.innovating4energy.website is where I outline and see my value contribution in applying the “multiplier effect” to any discovery and validation of the Energy Transition. The value proposition is in accelerating the clients/readers’ understanding of where the potential growth and impact points with the objective of triggering a new business opportunity for it to occur.

What we offer is exploring the Energy Landscape in understanding, so this can then be translated into fresh, exciting Energy Value Positioning Offerings.

We extract points of value to drive innovative change to your business offering.

The services provided https://innovating4energy.website

I draw it up heavily influenced by the work I am undertaking in the Energy Transition. It adapts some of the energy jargon as a fun way to look at this

On my door, I have this:

• • • I increasingly go off the GRID (less time on the Internet)
    • I keep investing and building the STORAGE (my research work is my value proposition base)
    • I look constantly for Renewable Energy SOURCES (forming new contacts, networks, and relationships)
    • I keep motivated and keep transitioning with ENERGY (nothing stays still, knowledge is always evolving)
    • I look to constantly seek out sources of DEMAND (looking for work-to-be-done)
    • I have a core to focus on my PRIMARY demand (innovation, energy, and ecosystem advisory work)
    • I look toward being close to the EDGE (in research, topics, and discussions)

The vital “infusion” of innovation in thinking, approaching and building this into the front end of energy provides a greater discovery structure and process that can greatly facilitate the changes, with more informed knowledge, insights and validation of a path to travel.

We offer a mix of understanding, forecasting and access to comprehensive knowledge and research resources.

• Offering the intelligence to accelerate your energy journey and solutions

The innovation energy transition journey roadmap outlined

Providing a given value in the proposition

• The aim is to support the individual, teams, and organisations in their innovation and transition activity around the energy transition they intend or are already undertaking in relevant insights and knowledge.
• The outcome is to advance further the client’s comprehension, based on a different external perspective, that has a valuable place in any assessment of the Energy Transition and future pathway.
• The value for the client, so often time and resource-starved, is that they can rapidly understand the latest thinking relevant to their focus areas, in thoughts, and insights around innovation, ecosystem building, or how the energy transition impacts them, to identify new growth options or impact points of new value, or consider radically different stances in business positioning in the future.
• Adding new insights and knowledge contributes to building significantly new innovation and transformation understanding and competencies, resulting in clients achieving deeper appreciation, further positive momentum and sustaining results, from these energy transformation activities.

Two focal points and one reality!

1. We are constantly building our library of energy knowledge to support your requirements.

2. Our position is to operate at the front end of the Energy System- where the true energy is generated and we make it renewable and sustainable!

• Partnering in any energy journey needs extensive network and collaboration thinking

How often do you stare at the wall or door?

The post Pinned to my door, my way of approaching the Energy Transition first appeared on Innovating the Energy Transition.

I need to remind myself that my objective is to focus on different aspects of innovation needs within the energy transition. It should be simple for me, but it certainly is not!

The sheer scope of the energy transition often pulls me away in so many different directions from my innovation focal point. Equally, it can force me as a necessity to understand a significant amount of advice, detail and opinion, so I can far more appreciate where innovation has an even more significant potential to contribute.

I keep constantly investing my time in growing my further understanding, expertise, and thinking of energy transition ‘cross-over points’ where we move away from the old energy systems into the new ones.

This knowledge understanding provides some distinctive and inter-related “core” topics, which are admittedly time-consuming but essential based on the in-depth research undertaken.

What I look for is where innovation has a more catalytic effect as these might become ‘flash points’ of future challenges that need a new level of creative or innovative thinking.

The whole Energy Transition has been a growing platform to apply my innovation learning and ecosystem thinking. There are so many inter-related topics, and you have to make choices?

I have decided to narrow these inter-related topics to focus on critical areas that impact any successful energy transition.

The topics I will focus on are shown below. I have also provided links to some of my previous thoughts or views to build out these focal topics.

The critical focal points I have chosen to concentrate upon.

-Firstly on rare minerals and the impact the extraction and use these have within any future solutions requires a radically different approach to the extraction, use, disposal and will have so many fluctuating issues in the years to come,

-Secondly, the growing importance of the (smart) edge for a greater distributed energy architecture.

-Thirdly, the hydrogen story is taking off. Electrolyzers are a place for invention, research, and increased development are coming together for solutions that have more significant scaling potential and innovation.

-You have the whole topic of power generation. The shifts, structures and positioning are ripe for innovating at individual levels to resolve legacy and location and energy sources, and the solution “fits”—Nuclear, wind, solar and hydropower.

– The recognition and investment need for wholesale change in Grids and the growing value of microgrids where the adaptability and flexibility and the emphasis on robustness and resilience grow in importance.

-Storage and batteries have such an important role to play in any new energy system design. They deliver the “response” rate and much of the stabilities we require in any newly designed system.

-No one can avoid decarbonization as a topic to understand and see the need for greater carbon capture and natural solutions. My post “Themes for decarbonizing, my agenda setting post“ offers my thoughts here.

-Lastly, within this current focus area, it is necessary to keep relating to all the complexities of the climate crisis. These ongoing crises will accelerate and progressively alter so much of the energy transition, the timing of investment, and increasing understanding of impact and risk assessments.

Hard choices for all involved.

Choices are needed everywhere in the difficulties of what to invest in and when. These include facing up to the decisions required regarding when to dispose of assets and how to treat these within the P&L, especially in the growing area of stranded assets—recognizing the necessary shifts in structures and the challenges within current business models.

Also, understanding the why with the ‘evolving state and risk’ of the options needed and what options are available to deploy within this deteriorating environment is fraught with issues and business impact.

We are faced with increasing volatile times over the coming decades before any reliable stability returns. The growing recognition and urgency need multiple ‘voices’ and contributions to help those in decision-making roles to gain more significant insights and awareness of the implications.

Implications need to have a more informed, independent understanding. Then, decision-makers can execute their decisions with growing knowledge, in more effective and efficient ways.

Often, it is not recognized that innovation, in the age of disruption and radical change, equips the organization and person far better than often realized.

Each of these focus areas above is massive in its own right.

Simply each of these topic areas has the absolute need for innovation. My other focus area of ecosystem design is to create value, deliver impact and find improved ways to collaborate and learn and gain from increasing collaborations, knowledge and application.

It is finding impactful ways, as they all become interconnected for any business to advance on their journey of understanding delivering sustainable growth and new business potential.

Risk and opportunity are the two sides of the innovation coin.

My focus due to the innovation aspect naturally falls far more at the Front End Of the Energy Transition, at the discovery,  development and validation stages, as this is where innovation emerges.

Today, I see and believe that there is a real gap in many organizations by not having the robust innovation capability, capacity, and competency needed, recognized, well-established and firmly in place.

The magnitude of change required means greater reliance on researchers, scientists, and engineers and their need to ramp up to a whole new performance level. The attention to innovation throughout all of our organizations needs to become a shared sense of purpose, involvement and commitment to contribute.

I have worked in innovation advisory work for over twenty years, advising and transforming the activities and awareness, to help fill those poor understanding gaps of lacking comprehensive approaches to capabilities, capacities and competencies in innovation and the tools to drive change throughout organizations. Innovation is rarely treated as core, and it should be as change emerges from the dynamic environment that promotes innovation.

A critical decision time for Energy requires a different and radical mind shift.

We are presently at a critical decision time; the level of investment needed to achieve this energy transition is massive. The current estimate to create a safe climate system is the need to invest USD 140 trillion of new investments in the energy sector by 2050.

Much of the investments need to be directed away from fossil fuels (the primary carbon emitters) into clean technologies. It is renewables, including most power generation and end-use applications, that need to invest primarily through new generation sources of wind, solar, hydrogen, and biofuels.

This level of investment commitment will radically alter the energy landscape, where Energy is generated, by what means, and how it will be distributed, stored and consumed by us all. I am working on energy fitness landscapes as a way to plot and execute around.

Presently we are not making the essential investments we need to make.

We are all becoming painfully aware that the period until 2030 is absolutely critical for investments not just to be pledged but effectively deployed on the ground in the physical solutions and effective operation needed to make this energy transition required on track to reach the climate goals.

Innovation is critical in this energy transition. I have a clear role to play.

We need to move from research and development through engineering validation into pilot and scaling solutions, at speed, requiring a different innovation approach from discovery to execution.

What is recognized increasingly is that we do not have the luxury of evaluating radical change over standard lifetime returns or observing others over the years, we need to be highly proactive in innovation from discovery to final execution at scale. There is the need to raise validation and take higher risks than in more stable times.

We need to be more pioneering. Without a coordinated and leadership direction, the efforts and the risk will always remain cautious without guarantee or point of crisis. Scientists, engineers and researchers are, by nature, often conservative. There is a need for leadership to instil the imperative to reevaluate risk, seek out opportunities at high speed, and push for discovery and experiment constantly.

We also need to encourage this different mind shift of acceptable risk. Having an innovation mindset helps.

So for me, the energy transition is at the forefront of “cutting edge” innovation to deliver; this is why I have been increasing my attention to understanding, investigation, research, and become more immersed in the changes and challenges, issues, and barriers.

I need to emphasize my positioning and what I offer in innovation system design and building knowledge and expertise. To support and help deliver innovative solutions, I suggest my multipliers for innovation at the front end of the energy transition.

The ability to help discover, see and effectively manage the change in solutions and recognize and build out the business case for building a more robust and sustaining innovation system is critical for the future energy transitions we need to find and then put into place.

As I said in the opening to this post: I need to remind myself that my (sole) objective is to exclusively focus on different aspects of innovation” to help in this energy transition.

I need you as the vehicle and mechanism to deliver! I deliver innovation understanding and capability as the business promise return.

The post Understanding the innovation needs of the energy transition first appeared on Innovating the Energy Transition.