Commercial and industrial firms are prime candidates to become prosumers due to the large size of their facilities, variations in power use, and ability to buy and sell electricity products at scale. The most common and fast-growing source of locally generated (or “distributed”) power is rooftop solar. Many commercial and industrial buildings have rooftops, parking structures, and unused land that can host systems that are significantly larger and cheaper than residential systems.
Many companies are already in markets where “demand-response” contracts enable them to sell the right to manage a portion of their power use, allowing them to be paid for reducing their energy during hours when the spot price of power is high. In the future, in addition to selling actual power reductions, companies will be able to sell other currently-hidden services produced by their buildings, solar systems, or vehicle fleets back into the grid.
What can today’s non-energy CEOs do to prepare their firms for a prosumer future?
A comprehensive energy audit by a qualified energy services firm familiar with the latest smart control technologies, traditional energy efficiency measures such as efficient motors and lights, and demand response options is the way to start. This audit will almost certainly reveal opportunities to save money and sell (or at least conserve) some energy services right now.
For more information, please, click on the Harvard Business Review article below:
Dr. Zoltan Csedo, Managing Partner of Innotica Group, and Associate Professor of Change Management, Corvinus University of Budapest is going to hold his lecture with the title 'The role of the consultant in a change management process' within the Change Management course of the MSc Program of Management and Business Administration, on the 15th of November at 17:20 (E Building).
The lecture is open for all interested professionals, and will be followed by a Q&A session.
Invited speakers delivering lectures within the Change Management course include Mr. Zsolt Hernádi, CEO of MOL Plc and Dr. Erik Bogsch, CEO of Gedeon Richter Plc. Dr. Csedo is going to highlight the challenges of a change management consultant working in the context of today's multinational corporations.
Since 1995, Deloitte has been watching fast-growing technology companies that achieve remarkable levels of growth. Combining technological innovation, entrepreneurship and rapid growth, Technology Fast 50 companies span a variety of industry sectors, and are transforming the way business is done today.
Meet us at the Deloitte Central Europe Technology Fast 50 Gala Event, in Budapest, on the 20th of October. Let's see the winners of 2016!
Significant steps have already been taken by several countries towards the implementation of smart grids. Business branches have started to develop, international alliances have been founded, and the types and number of affected parties have multipled. In order to accelerate domestic development, an environment shall evolve where one can achieve the most results possible within the shortest time possible, utilizing the least amount of resources. Therefore, it is necessary to coordinatedly unite the assets and possibilities of the cluster world, already having considerable history in Hungary, and the corporations and institutions tied to energetics, seeking to uncover synergies.
Smart Future Innovation Cluster's mission is to create such a community where members can obtain the most benefit from the opportunities of smart grids.
Meet us at the Smart Future Forum 2016, organized by Smart Future Innovation Cluster, in Visegrád, on the 20-21 October 2016.
Please, have a look to the detailed program of the event:
The “lone genius” myth may lend itself to fact books and film scripts, but the frequent controversy over who came first betrays a deeper truth: innovations don’t depend on the identified innovator. Researchers argue that instead, innovations are a product of our collective brains — organisations and social networks made up of people sharing thoughts and learning from each other. Ideas flow in these collective brains, much like neurons fire in our individual brains. We see multiple ‘inventors’ of the same idea, because if the historical, cultural and conceptual conditions exist in the collective brain for an invention to emerge, inevitably there will be multiple individuals at the nexus of these conditions. Or to put it another way: Innovations don’t rely on a particular innovator any more than your thoughts rely on a particular neuron.
Understanding these processes is crucial to success in today’s organisations, where an innovative edge offers a key competitive advantage in the global marketplace (just look at the history of Apple). A strategy for innovation that simply relies on finding and hiring geniuses is unlikely to work.
But how can organisations increase their rates of innovation?
1. Increase interconnectivity
To be able to combine previously unconnected ideas, we need to have exposure to those ideas. Some people do this naturally, cultivating a wide network and showing broad curiosity about the organisation beyond what would help them in their ‘day job’. But organisations can foster it too.
2. Leverage diversity
Individuals with diverse cultural experiences have a wider range of ideas to draw on. Research suggests that they’re also better able to overcome ‘functional fixedness’, seeing objects for more than their intended use.
3. Make it ‘safer to fail’
Societies benefit from making it safer for entrepreneurs to fail (for example, via bankruptcy laws and social safety nets), as long as the benefits of success are shared by all. That is, while most entrepreneurs will fail, those that succeed create advantages for society that outweigh the costs of the failures. Similarly, organizational cultures that reward calculated risk-taking, with a small cost to the individual, but large benefits shared by everyone in the organization, will undoubtedly see more failures than successes; however, with a large enough market, the few successes can pay for the many failures.
For more information, please read the recent blog post on LSE Business Review: