August 2004
Massive investment is needed to avert power shortages. That calls for a sound national strategy.
Abstract
December 2003
Turkey has come a long way, but the informal economy, macroeconomic and political instability, and state ownership continue to hold it back.
Abstract
August 2003
Most customers are satisfied with the reliability of their electric service. So why are power distributors still making huge infrastructure investments?
Abstract
February 2003
Power producers should pay close attention to a European Commission proposal to curb greenhouse gas emissions. It could have paradoxical effects.
Abstract
February 2002
The retailing of electricity is often considered a business trading solely on price, but a study of consumers in three European countries shows that more profitable offerings have an audience.
Abstract
February 2002
US electricity utilities risk another California-style crisis unless regulators link prices in the wholesale and retail markets.
Abstract
February 2002
Generators, retailers, customers, and regulators alike must get used to the idea that electricity is a special kind of commodity.
Abstract
November 2001
Deregulation has given rise to a new breed of highly profitable US power generators and electricity traders, but the industry faces a shakeout as supply catches up with demand.
Abstract
November 2001
A second wave of disaggregation is transforming—yet again—the way asset-intensive companies work.
Abstract
August 2001
Consumers may distrust their utilities’ green credentials, but effective branding—through alliances with green brands like Greenpeace and the Worldwide Fund for Nature—may help overcome their skepticism.
Abstract
August 2001
California’s energy crisis has been stoked by the excessive revision of rules—in a supposedly deregulated market.
Abstract
August 2001
European utilities are off on a buying spree—and sometimes pay more than 100 percent of the value of the assets they acquire. Understanding how asset prices move in a newly deregulated market should help them make smarter purchases.
Abstract
August 2001
When industries deregulate, their managers face unfamiliar challenges. Price wars are often the unfortunate—and unnecessary—result.
Abstract
February 2001
The power companies’ urge to merge probably makes them weaker, not stronger.
Abstract
June 2000
Three distinct kinds of markets have emerged since Europe’s electricity industry was deregulated. Each sends a different message to asset hunters.
Abstract
June 2000
In following a penchant to diversify, European utilities risk biting off more than they can chew. Eventually, they will probably find themselves paring down their asset base as quickly as they are now enlarging it.
Abstract
May 1999
In a follow-up to “The new electric industry: What’s at stake?” one of the authors revisits that topic and argues that, in general, the changes that he and his fellow authors expected have come to pass. But here he refines three of their predictions.
Abstract
February 1999
The need for restructuring is clear. For managers, this will require a keen sense of which advantages to protect and which to abandon. Preparing for change, and yet limiting its pace.
Abstract
February 1999
Although much copied, Britain’s RPI-X approach may not be the best way to drive better service and efficiency in the long run. A formula based on the use of rolling historical benchmarks could provide better incentives.
Abstract
February 1999
The forces driving globalization are strong, but they will take time to play out. Already, meter reading is becoming a stand-alone business. Huge opportunities arise from huge productivity gaps: the best utilities lose 7 percent of the electricity they transmit, the worst 17 percent.
Abstract
August 1996
Three new and different businesses will emerge. Many traditional industry players will have to close or sell large portions of their current business. No one has yet discovered the electric equivalent of call waiting, but they will.
Abstract
May 1996
There are now 200 would-be power producers in China, India, and Indonesia. Almost all need to change the way they conceive and deliver projects. Time to recognize the diseconomies of scale?
Abstract
August 1994
Traditional electric utilities are a dying breed. Competition, privatization, and deregulation are shaping a new power industry.
Abstract