## 4 Technological Challenges and Integration Issues
### Human and Organizational Factors
Successful implementation depends on the formation of cross-functional teams or digital innovation units capable of bridging these internal divides. The Monaco study highlights the importance of well-defined digital strategies and internal coordination mechanisms, noting that organizational misalignment remains a significant barrier to digital transformation in the energy sector [24]. At the inter-organizational level, deploying a continental digital twin necessitates close collaboration between TSOs and DSOs, as well as between national and EU-level actors. Historically, these interactions were limited and structured around clearly separated responsibilities. A digital twin, by contrast, requires shared development efforts, data exchange, and potentially joint decision-making based on model outputs [4]. Building trust, interoperability, and governance mechanisms among the more than 40 TSOs and over 900 DSOs in the EU is a significant undertaking [24]. The establishment of the EU DSO Entity and its cooperation with ENTSO-E is an important institutional response to this need, facilitating coordination through task forces and working groups [10]. Nevertheless, aligning diverse organizational priorities, investment timelines, and operational practices remains a non-trivial challenge [23]. Knowledge-sharing platforms are emerging as critical tools to support this alignment. The TSO-DSO report calls for dedicated European-level platforms to exchange digital twin use cases, lessons learned, and best practices [4]. EU-funded projects such as INTERRFACE and Platone have begun to establish such networks, fostering collaboration not just among grid operators but also with consumers, researchers, and technology providers [45]. These communities of practice can help prevent duplication of effort, accelerate learning curves, and build a common understanding of what a digital twin should deliver and how it should be used [5]. Another important human factor is usability. A digital twin that produces large volumes of complex data will have limited value if the information is not presented in a way that supports effective decision-making. Decision-support tools, visual dashboards, and alarm systems must be designed with careful attention to user experience. Poorly designed interfaces or excessive information can overwhelm operators rather than assist them [20]. Training simulators and shadow operation modes, which allow operators to practice using the digital twin alongside conventional tools, can help build familiarity and trust prior to full deployment [5]. Indeed, these challenges are increasingly recognized at the policy level. The European Commission's Digitalization of Energy Action Plan explicitly calls for comprehensive stakeholder consultation and the inclusion of grid users in the design of the digital twin [1]. This reflects an important shift: the digital twin is not simply an engineering project but a collective socio-technical transformation. It will require shared vision, joint capacity building, and a sustained effort to align institutions, capabilities, and cultures across Europe's energy landscape [4]. In conclusion, human and organizational readiness is not a secondary concern; it is a central pillar of digital twin success. Bridging the skills gap, addressing cultural resistance, dismantling organizational silos, and establishing collaborative structures are all essential to ensure that the digital twin becomes a trusted, effective, and sustainable component of grid operations. A digital twin is not only about advancing technological capabilities but also about reshaping how people work.