Cognizant 20-20 Insights

Crafting the Utility of the Future
Challenged on every front, the industry must fully embrace digital businesschange to power next-level organizational readiness and agility.

Executive Summary

June 2021

Even before COVID-19 struck, utilities found themselvesfacing profound changes due to environmental, economic,
societal and regulatory pressures.

Indeed, it’s not too strong to say that pre-pandemic,
the three Ds of disruption were already breaking the
traditional utility business model:

Those pressures included shifting legislative andregulatory mandates; consumers becoming energy
producers with increased expectations around hyperpersonalized customer experiences, omnichannel digitalaccess and payment options, green energy choices andtailored services; energy loads becoming more interactive,
dynamic and difficult to manage; transmission anddistribution methods needing to be ever more controllable
and resilient; a need to use data to maximize field
assets; and the introduction of innovative and disruptive
technology challenging the ways this mature industry has
been doing business for more than a century.

❙ Decarbonization, as renewable energy proliferates
and the regulatory environment grows stricter❙ Decentralization, due to the growth of distributed
energy resources (DERs) and additional capacity
provided by “prosumers”❙ Digitization, in the form of evolving smart-grid
technologies, the Internet of Things (IoT), advances inbattery technology, and convergence of the grid andtransportation

Cognizant 20-20 Insights

This already-urgent situation didn’t need a wildcard— but that’s exactly what utilities were presented,
in the form of a pandemic that fundamentallytransformed both energy demand trends andbusiness operations. On the demand side, millions
of consumers began working at home almost
overnight. Loads once predictably distributed
to office buildings and retail centers were now
fragmented.
Meanwhile, utilities contended with operational
challenges as they tried to staff facilities while
protecting the safety of their employees. Early in thecrisis, utilities faced unforeseen nightmare scenarios— like being forced to shut down a plant because
it could not be adequately, and safely, staffed. Prior
to the pandemic, utilities had begun to consider
contingency plans to enable remote operation ofcritical infrastructure, such as power generation
facilities, and business processes. But COVID-19
dialed up the pressure, making it an absolute must
to have multiple levels of redundancy for times
when plans A and B fail because utilities cannot
send people to the office or give them access to thesystems they need.
As utilities grapple with industry disruption and
COVID’s aftermath, they will face additional obstacles
around budget, institutional stasis and a shortageof employees with needed skills. In this paper, we’ll
explore both the challenges and their solutions,highlighted by real-world examples. Industry playersthat shy away from the battle will fade, we believe,
while those that take action will position themselves
to join the elite — the utilities of the future.

2 / Crafting the Utility of the FutureCognizant 20-20 Insights

Past tense tensions
Before exploring the utility of the future, it’s helpful
to study the unique pressures the industry faces
by looking at the past. In addition to an onerous
regulatory environment, shifting customer demands
and a splintering power-generation picture, thevenerable industry has to deal with the realitythat it’s often perceived as stodgy, with limited
advancement opportunities. Utilities face an uphillbattle in hiring the younger workers needed for
digital transformation — especially because they’ll
be competing with other, sexier industries. That’s asignificant problem for an industry hiring at a rate of
6% to 7% per year, according to the nonprofit Center
for Energy Workforce Development.1
The best way to address this, we believe, is to act
boldly while aggressively publicizing those actions.
Hiring initiatives focused on cutting-edge skills,
diversity and the opportunity to make a differencein the world will, if publicized appropriately, sway theopinions of millennials, Gen Zs and those who follow.
Utility leaders we speak with are increasing theirpresence in universities with leading STEM programs,
and stressing that employees will get to work withadvanced tech while creating a greener future.
Speaking of industry challenges, let’s not forget thevery recent past. Utilities can never stop performing,

even when a natural disaster is piled atop a
pandemic. Such was the case in both 2020 and 2021
in geographies spanning the US. The problems
highlighted the need for the utility of the future.
During major storms and other disasters, utilities
typically put dispatchers, outage coordinatorsand other personnel in centralized control rooms
equipped with backup generators. During recent
storms in California, Texas, New York and elsewhere,
utility employees were pulled from their day jobs andassigned a storm role. Additionally, it’s typical — orused to be — to have field crews, many of whomdrove hundreds of miles, to report to large parking
lots for onboarding and meals.
During COVID-19, with headquarters a no-gozone and social distancing required for outdoor
meetings, these deeply ingrained habits did notwork. Employees working from home often lacked
proper systems and network access — and may very
well have lost power themselves. Business continuity,
employee backups and succession planning were
all put to the test throughout the pandemic. The
bottom-line message was that the more digitally
mature a utility is, the better it can respond toinevitable disasters.

Business continuity, employee backups and succession planningwere all put to the test throughout the pandemic. The bottom-line
message was that the more digitally mature a utility is, the better it
can respond to inevitable disasters.
3 / Crafting the Utility of the FutureCognizant 20-20 Insights

The digital imperative
It is clear, then, that utilities are ripe for change. The
shift will not be an easy one. Our research shows, as
depicted in Figure 1, that where digital maturity isconcerned, the industry lags well behind others (formore, see “Energy & Utilities Under Pressure”).
However, we do see industry leaders starting toplace their bets in the right places as they progress.

For example, Figure 2, next page, shows thatleading companies in the space are looking todemocratize their data and make it usable acrosstheir organizations, to enhance their customer
experiences via investments in mobile technology
and apps and to deploy cloud technology to addresssiloed business operations caused by data residing
in on-premises legacy systems. As we’ll see, these aresome key attributes of the utility of the future.

Utilities lag in all measures of digital maturity but one
Respondents were asked to rate their maturity in each area of our digital maturity framework. (Pecent of respondents in thematuring or advanced stage)

E&U respondents

Difference

All respondents(in percentage points)

Digital strategy and roadmap-16

Workforce transformation-7

Improved consumer/employee experience+4

Modernize core IT-8

Aligning operations with customer demands-6

Innovation culture-15

Automomation-23

IoT and connected products-16

Data management and analytics-25

Enhanced augmented workers-4

Human-centricity-8

Software deployment-23

Artificial intelligence
Total response base: 2,491
0%
E&U response base: 191
Source: Cognizant/ESI ThoughtLab, 2019 study

-14
10%

20%

Figure 1

4 / Crafting the Utility of the Future

30%

40%

50%

Cognizant 20-20 Insights

Investment gulf between leaders and laggards
Respondents were asked their level of investment in each technology in the last two years. (Percent of respondents who made asignificant investment)

E&U beginners

Percent ofleaders who saw
a significant ROI

E&U leaders

Mobile/technology apps

92%

Cloud technology

82%

Cybersecurity technology

77%

IoT

68%

Robotic process automation

58%

Artificial intelligence

44%

Digital assistants

44%

Data management

29%

Open platforms/API

34%

Drones

34%
0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

E&U response base: 191
Source: Cognizant/ESI ThoughtLab, 2019 study

Figure 2

As utility leaders grapple with how to handle themany factors driving a shift in the industry, we haveadvised clients to address these critical areas offocus, examples of which we’ll explore below:❙ Discovering value through data
❙ Integrating DERs
❙ Delivering on the customer promise❙ Grid modernization❙ Updating business models❙ Cloud migration

Updating business models
In the US, utilities face a unique compensation
challenge; typically, they’re governed by state public
utilities commissions that set their funding andcompensation as a percentage of capital expenses.
This arrangement makes large-scale purchases ofequipment and services a safe bet for utilities, butalso leads to highly structured environments thatare short on flexibility and agility. The utility CEOs
we speak with understand, universally, that this mustchange — but how to do so is a moving target forenterprises that are incented to maximize capital
expenditures, rather than leverage the more flexible
operating model at the core of digital transformation.

We believe utilities have an opportunity to leverage
an approach that uses operating expenditures as avehicle for investments in technology and process
improvement; this approach is more responsive toshifting customer expectations than the traditionallylong and arduous process of funding these efforts
through capital expenditure. As of now, there isno easy answer where state commissions areconcerned. We believe they must and can be
educated regarding the greater good of more
flexible business models, but there’s no reason to
expect rapid change. The utility of the future must
walk a tightrope, embracing an operating-driven
model while masking it as a classic capital model.

5 / Crafting the Utility of the FutureCognizant 20-20 Insights

Data is the new renewable
In a world that held an estimated 2.7 zettabytes2 ofdata in 2018 and in which 1.7 megabytes are added
per second, per person, it’s no surprise that utilities
are gathering data at an unprecedented level due toadvances in technology. They must leverage that data
to improve operations, and monetize it where feasible.
Data can either be the heartbeat of a utility or its
weakness, holding back potential innovation. Without
data modernization, a modern architecture, strong
management and a data governance foundation,utilities will struggle to layer on advanced capabilities
or implement emerging technology.
For too many utilities, data is a weakness, not aheartbeat. It’s impossible to overemphasize how
important it is to clean up, normalize and standardize
enterprise data. This is more difficult for the utility
industry than for others. For decades (at least!),utilities have been gathering data in siloed, typicallyhomegrown systems, never intending it to interact
with information from other sources. Today, this ishobbling the transition to digital. It’s common for
utilities to invest millions in customer information
systems (CIS) or other enterprise software, only to failto realize expected benefits. A deeper examination
often reveals that the CIS is working as intended; it’s
the data that is useless in its present condition.
There is no glamorous or easy way to address thedata problem. Even after they have tamed it, utilities
may be overwhelmed at the question of how to extract
the maximum value from the information. We advise a

top-down, business-driven, analytics-based approachthat focuses on identifying the key business decisions
that are core to a utility’s operations and strategic
investments and can be improved with the support ofdata analytics.
By developing key performance indicators (KPIs)
and automated dashboards, often with assistancefrom a third party, utilities can and must undergoa cultural transformation and become metricsdriven organizations. In our experience, utilities doa solid job on the CIS side by, for example, tracking
customer wait times. But they fall down when it comesto tracking the performance of assets in the field.
Most utilities started off by buying the cheapest gear
available; then they don’t sufficiently track failure rates
and maintenance. Predictive or even preventative
maintenance too often goes unperformed, so
equipment may be replaced before its time (whichties in with the previously mentioned incentive tofall back on capital expenditures), and total cost ofownership is a mystery.
The utility of the future must move from a
preventative maintenance model to a conditionbased model by transforming data into tangible value,
ultimately reducing operating and maintenance costs.
Employing these best practices will allow utilities toimplement more sophisticated asset performancemanagement processes and systems to maximize theefficiency of their asset network as more and more
devices are connected and managed remotely.

We advise a top-down, business-driven, analytics-based approach that
focuses on identifying the key business decisions that are core to autility’s operations and strategic investments and can be improved withthe support of data analytics.
6 / Crafting the Utility of the FutureCognizant 20-20 Insights

Integrating DERs
DERs are poised to grow rapidly, transforming
energy markets and affecting utility operations.
Utilities are taking steps toward a decentralizedenergy future but are not always proactively
developing and investing in the services and digitalsystems needed to accommodate the increasing
penetration of DERs.
It is imperative to plan for and invest in the digitalsystems, workforce and business processes required
to accommodate a large amount of new DERs.
Only by keeping up with or staying ahead of DER
penetration can utilities, regulators and customers
reap the full range of benefits available througha more distributed energy system. If they fail toaccommodate this growing demand, utilities risk
having customers completely bypass the grid infavor of self-generation, with or without utility backup
service.
To succeed, utilities may have to rethink businessmodels — and they have a choice to make. They caneither watch customers bypass the grid and moveinto self-generation (solar, battery, etc.), or they
can become the provider that finances, installs andmaintains these self-generation assets. The Quick
Take on page 8 shows how we helped a utility in thisarena.
In many cases, consumers cannot or don’t wantto spend $15,000 to $30,000 on such systems,
and they certainly don’t want the headache ofmaintaining them. If a utility offered them theoption to add self-generation assets to their energy
ecosystem with flexible payment and leasing plans,
many customers would consider keeping their utility
provider as a partner.
Consumers increasingly demand the ability to own
their own generation and be more green/sustainable(66% of millennial and Gen Z consumers are willingto pay more for eco-friendly products). 3 If their utility
can help them achieve this goal without major upfront expense (and perhaps even with a reductionin their total energy costs through the sale of excessenergy back to the utility), there is a path forward
for them to keep their relationship with their powercompany. Utilities that are innovative and flexible inthis regard, acting as a potential partner rather thana mere supplier, will be well positioned for the future.

Utilities that are innovative and flexible in this regard, acting as apotential partner rather than a mere supplier, will be well positioned forthe future.

7 / Crafting the Utility of the FutureCognizant 20-20 Insights

Quick Take
Creating an Energy Exchange
In one case, we worked with a European utility to create the world’s first independent energy
trading platform, allowing “prosumers” to both use and sell energy.
Collaborating with regulators and network operators, the utility defined the roadmap andpiloted a platform we helped develop using cloud technologies and platform as a service(PaaS) capabilities. The platform has been successfully piloted in Germany and Norway andis being used throughout Europe as a model for similar programs.

Manage demand and distributed generation through local
energy market

Challenge

Approach❙ Decentralization of energy has❙ Consulting took the lead in❙ World’s 1st independent

created a change in energy
flows, forcing utilities to look at
new market models

driving the market designgroup

energy flexibility trading
platform❙ Collaborations with industry❙ Successful pilot runs of thegroups, regulators andnetwork operators

platform in Germany and
Norway❙ Rapid advancements
in localized generation,access to renewables andenergy storage compels
grid operators to look atalternatives to costly grid
infrastructure reinforcements❙ Rise of prosumers needs newmarket designs to facilitate
profitable energy tradersacross multiple market levels❙ Jointly defined the roadmap
and developed completely
new market concepts❙ Pilot version of platform
developed entirely using
cloud technologies and
PaaS

Figure 3
8 / Crafting the Utility of the Future

Outcome❙ Received three research
grants for platform from
Norwegian regulator, while two
applications in Germany and
UK are in progress❙ Nodes Market design4 andplatform is being used byregulators across Europe fordefining next generation of
local energy trade regulations

Cognizant 20-20 Insights

Delivering on the customer promise
In spite of the many challenges facing utilities, makeno mistake: This is their game to lose. Having been
the sole provider of energy for most customers fora century or more, utilities hold massive amountsof brand equity. But as alternative providers cropup, utilities must continue to improve customer
experience and satisfaction if they don’t want to see
attrition and lose their advantage.
Utilities are being required to adapt to increasing
customer demands for information and transparency
and an evolving energy marketplace while operatingon technologies that are aged, limited, siloed or nolonger supported. Legacy systems are typically inneed of significant improvement if they are to support
now-critical customer and regulatory options, such as
new rate structures and channels of communication.

We believe utilities must modernize customer
engagement more quickly and with less risk by
deploying a front-end CRM system that integrates
with the CIS and other data sources throughan application programming interface. Thissolution offers a comprehensive view of customer
activity, including marketing, communications
and field services. These platforms are very
flexible and can readily integrate with other utility
applications that use customer data, such as
work orders; outage information; DERs; efficiency
and load-management programs; and customer
communication preferences. Figure 4 illustrates anoutage management support system we created
for a leading utility in North America to improvecustomer experience.

Overview of outage management support system
Client engagement
Client is a leading utility in North America
7.6 million
retailcustomers

49,500 megawattsof electric generating
capacity

Five NAM location
offices covering six
different NAM states

Fortune 125
company

Customer’s ask:

Guiding principles from client:❙

Cognizant to provide end-to-end managed service for outage
management system (OMS), including:

The client was looking for solutions that will provide
application support during critical weather events,
improve responsiveness, reduce the enhancement
request backlog, and offer improved application
availability❙

The client was looking for support engagement forthree different towers comprising three different vendor
products and six different states❙❙

Operational:
1. Known error resolution
2. Standard service request
3. Outage support and mediator service❙

L2 & L3:
1. Incident resolution
2. Application problem management
3. Minor enhancement
4. On demand /ad hoc requests
5. Compliance and regulatory updates❙❙

Governance: Service level management❙

Response to critical incidents is 30 minutes, with a highof 60 minutes, and restoration time is 60 minutes and
120 minutes, respectively❙

Track and report application availability for the criticalapplications

Total number of applications to be supported : 61

Sustainability efforts

Support Activites❙

24*7 support – 16*5 desk support (onshore + offshore),
the rest on-call support❙

Along with 180 incidents per month, we also work onsustainability, enhancement from storms and business
requests of 600 hours per month

Figure 4

9 / Crafting the Utility of the FutureCognizant 20-20 Insights

Grid modernization
Prompted by storms, fires and outages, regulators
have put pressure on utilities to address reliability andresilience concerns. Recent months alone have seen
headline-making supply disasters in California andTexas, and we believe such black-swan events will growmore common in the future. Grid modernization efforts
are shifting, replacing and adding infrastructure (such asadvanced metering infrastructure (AMI) and distribution
automation (DA) — the family of technologies that
automate power distribution) to make the gridinteractive and agile. New technologies, dubbed gridedge resources, are being embraced, fueled by reduced
battery storage costs that allow cheaper renewableenergy to be stored for later use. This facilitates new
demand-management opportunities.

It’s abundantly clear that digital enables manyutility-of-the-future, grid-modernization, andmarket-transformation initiatives, thoughimplementation may vary based on local factors.
Specifically, investment in advanced distributedsystem automation and smart-grid technologies
alone makes the grid more responsive andresilient. Grid-modernization investments lower
operating costs by providing a cost take-out
opportunity — and because these investments
contribute to the asset base, they are entitled tocost recovery and a return on assets. Figure 5
illustrates how we helped a North American utility
in its grid-modernization journey.

Smart grid/AMI transformation
Helped a leading North American utility team to achieve its goals in their smart grid/AMI journey since the start of the program

Client has invested more than $800 M in its grid modernization efforts to become a model run utility
Residential meter
deployment (4.5M+
smart meters)

Network
implementation(10K+ devices)

Distribution
automation(60K+ devices)

Smart lights
deployment (500K+ smart nodes)

C&I meter
deployment (250K+
smart meters)

COGNIZANT ENGAGEMENTS AREAS

32
1

Delivering strategic and business transformation
AMI Asset
Management
Process
Consulting

C&I AMI
Implementation
Advisory Services

Smart Light
Business Process
Consulting

Robotic Process
Automation/AI

Driving efficiencies by delivering cutting-edge solutions
AMI Asset
Tracking andManagement
Platform

Customer
EnergyDashboard

Predictive Outage
Analytics Engine

Proactive Meter/
Network Analytics
Solutions

DA Deployment
Business Process
Automation

Build and support the required infrastructure for delivering business value

Large-Scale
Complex Program
Management

AMI/Back
Office System
Integrations

Smart Grid/
AMI Application
Support

AMI/Network
Operational
Dashboards

Key Stakeholder
Communication

Big Data/
Data Lake
Implementation

KEY BUSINESS OUTCOMES
IMPROVEDPERFORMANCEOPERATIONAL
EFFICIENCIESREDUCED CUSTOMERBILLSCUSTOMERSATISFACTION

SUPERIORRELIABILITY

10K+ assets proactively
replaced, and 500K+
outages avoided with thehelp of data analytics$30M+ yearly savings
from reduced field trips,
customer complaints, etc.

Lowest in Florida; 25%
lower than national averagefor last several years

Customer satisfaction
scores improved by 70
points, enabled by smart
grid investments

Avoided 150K+ service
interruptions during storm
season, a 25% improvement
in service reliability

Figure 5

10 / Crafting the Utility of the FutureCognizant 20-20 Insights

Cloud migration
When it comes to the cloud, utilities at the earlier
stages of digital maturity are particularly cautious
about considering migration, as they view thecloud as a double-edged sword. Even with theagility it offers, many are concerned about the
introduction of unknown cybersecurity risk. For
these organizations, we advise taking a selective
approach to cloud deployment that slowly but surely
increases organizational agility and transparency
while minimizing risk. A good cloud start would be tofocus on applications with the lowest-risk workloads,
or those with minimal customer data or sensitive
information — internal financial apps often fit the bill.
The focus areas we’ve explored are underpinnedby the extent to which utilities can address theoverall transition to digital — which includes
cloud migration, of course, in addition to remoteperformance centers; 5G; securing systems anddata; managing human and digital workers; andimproving productivity/taking out cost.
In an engagement with a large European utility in
one of the industry’s largest-ever data ports to thecloud, we moved more than 220 business services
and over eight petabytes of data to a hybrid cloudmodel. We developed a digital-ready hybrid cloud
platform and deployed both a public and a private
cloud as a fully integrated, secure technology
backbone, in 20 months. An automation layer sits
across the entire backbone to provide self-service
capabilities. As a result of the engagement, the utility
reduced infrastructure provisioning time from 12-16
weeks to one hour. The company also realized a 30%
reduction in batch processing times and a significant
reduction in operating costs.
It is increasingly clear that focusing on digital overhaul
is the key to overcoming challenges and embracing
opportunities on the way to the utility of the future.

The way forward
We believe that to thrive, utilities must take a longterm view and a modern business approach, planning
holistically for the future. These conversations
must happen at the executive level to ensure thatinvestments are directed toward the focus areas thatwill allow the business to keep pace with change, break
down organizational siloes and transition to the future.
Utilities should begin their journey by focusing on
key areas mentioned here, but the path forward

will vary. For some, a major component will befacilitating the upskilling and reskilling of theworkforce to ensure the utility is using its talentpool efficiently. For others, organizational readiness,
contingency plans and building threat matrixes
may be at the forefront. The bottom line is that eachutility organization will need to assess itself acrossthese key areas to determine an optimal strategy
based on its unique circumstances.

A good cloud start would be to focus on applications with the lowestrisk workloads, or those with minimal customer data or sensitive
information — internal financial apps often fit the bill.
11 / Crafting the Utility of the FutureCognizant 20-20 Insights

Regardless of size, we recommend utilities startwith an audit of their digitization plan (whether it
exists already or is largely hypothetical) to maximize
their chances of becoming a utility of the future.
We recommend a digital assessment approachthat begins with a comprehensive review of thecompany’s business processes, data quality, systems
and organizational performance. At the end of suchan assessment, a utility should have:❙ A roadmap for continuous improvement and abusiness readiness plan that addresses data andprocesses inconsistency❙ Performance goals and benchmarks in an easyto-use scorecard❙ Actionable quick-win opportunities, including
practical upgrades and implementation plans thatenhance digital grid solutions❙ A strategy for systematically moving theorganization through the digital maturity
model to become a utility of the future
Larger utilities likely already have plans in place, butthey may need a second set of eyes to help themrecalibrate their approach where needed. Manysmaller utilities find themselves in a position that is,
in a way, enviable: With COVID-19 somewhat easing,
they must craft their roadmap for the first time. Thisis their opportunity to make sure they’re creating astrategy that will keep them competitive for many
years to come.

Endnotes1

www.cewd.org.

2“The Big Data Facts Update 2020,” Nodegraph: https://www.nodegraph.se/big-data-facts/.

3“What We Want: A Gen-Z and Millennial Plea to Utility Companies,” Energy Central, https://energycentral.com/c/um/whatwe-want-gen-z-and-millenial-plea-utility-companies.

4

https://nodesmarket.com/market-design/.

12 / Crafting the Utility of the FutureCognizant 20-20 Insights

About the authors
David Cox
North American Head, Energy & Utilities Consulting, Cognizant
David currently leads the Cognizant Energy and Utility Consulting Practice in North America. He is anaccomplished utility industry executive with domestic and international experience helping clients inthe areas of operations, engineering, asset management, digital plant technology and emerging market
development. Prior to joining Cognizant, David served in executive leadership roles in the US, South Africa
and Asia Pacific with Accenture. He can be reached at david.cox@cognizant.com | linkedin.com/in/davebcox.

Matthew Panszczyk
Senior Director, Energy & Utilities Consulting, Cognizant
Matthew is an accomplished utility leader with 17 years of utility experience. He has a passion for
emerging grid technologies and for using them to create value. His combination of utility and consulting
experience creates unique perspectives into how utilities can use new technology to improve reliability,
operational efficiency, safety and affordability. His areas of specialty include strategy and deploymentof new operational technologies in both utility asset performance centers and in the field by helping
operationalize new technologies such as drones, rovers and battery storage. Matthew has led many largetransformations in AMI, DA and Enterprise Asset Management. He can be reached at Maciej.Panszczyk@
cognizant.com | linkedin.com/in/matthew-panszczyk-1bb9619.

13 / Crafting the Utility of the FutureAbout Cognizant
Cognizant (Nasdaq-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology
models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses.
Headquartered in the U.S., Cognizant is ranked 185 on the Fortune 500 and is consistently listed among the most admired companies in the world. Learn
how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant.

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