Abstract
Communications technology, smart devices and controls, cloud hosting and computing services, and grid‐edge technologies are challenging the utility industry business model as we know it today. Many utilities are considering merging information technology (IT) and operations technology (OT) departments recognizing that current siloed organizational structures are not agile nor responsive enough to meet rapidly changing needs. Utilities experimented with running “IT as a business” in support of business needs over the last decade, but because of continued departmental and leadership separation, little changed. Separate budgets, priorities and governance of large transformational projects continues to impede implementation of the end‐to‐end digital product solutions necessary to improve operations and the customer and employee experience.
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