Equally, though, we should be mindful that most people still don’t have the time or the inclination to fully understand their energy bills. Set against this backdrop of minimal engagement, it’s unsurprising that energy consumers rarely take proactive steps such as switching providers or adjusting their choices to reflect their environmental concerns. Consumers are surrounded by an unstoppable energy transition, but their behaviours haven’t yet evolved sufficiently to play the active role required to increase the pace of change. This is where organisations can step in to help catalyse customer empowerment and behavioural change. Designing for adoption Some changes are and will remain invisible to customers, but many others will require or benefit from their active participation. So, organisations must make it easier for them to do so. A key step in the right direction would be to reduce complexity of communication. A focus on delivering conversational experiences, for example, could help to make efficiency insights more understandable and actionable for the layperson. Complexity also makes it difficult for customers to ensure they are making the right decision for them and their wallets, and for the security of supply and the planet. In this context, organisations can help by providing automated decision-making as a service. For example, this could manifest itself through appliances that turn on or off based on information provided by the grid (such as current status, demand or cost). Above all, we must increase motivation. Providers need to realign with consumers by introducing business models that incentivise true efficiency over consumption. All these initiatives should be implemented with an empathetic approach to customers at the fore. To aid a transition that moves at the required pace, we must design energy propositions and experiences with people at the centre. Systemic change, scalable impact The essential role of energy in our lives means that the energy customer experience is interconnected with every aspect of our daily existence, and any intervention must acknowledge this. Organisations will need to zoom in to understand consumers and zoom out for a more holistic view of the systems in which we all operate. This will allow them to make concrete interventions that trigger real change, while collaborating across the broader system to enhance the scale of impact. In effect, this should lead to multiple entities working closely together to create a network of services. These services must address individuals’ real situations and find the correct balance between supporting short-term adjustments and building roadmaps to solutions with the biggest long-term
MIGUEL SABEL PEREIRA Miguel Sabel Pereira
impact. Any successful intervention at scale will be systemic by design. Innovation for all As the energy industry evolves, technology and propositions have evolved alongside it. Alternative approaches have come to the fore and sophistication has increased. What once was a monolithic sector in the eyes of the customer is now full of options and innovation. But not all customers are prepared to take advantage of these opportunities. Diversity of abilities – whether economic, technological or of any other nature – can very easily cause a fragmented market and frustrated customers. Organisations must avoid leaving those who are especially vulnerable behind. A fair transition should be a convincing enough argument to do so, but this approach will also ensure a smooth one. Success at scale will require adopting the attitude to inclusion that purpose-led businesses have, and the responsiveness that true innovators can deliver. Energy customers have the power to curb or accelerate the energy transition, and there are clear levers at the disposal of organisations to help ensure that everyone can play an active role: developing simpler experiences, offering better incentives for change, contributing at a systemic level and creating inclusive propositions for all, to name a few. Through humanity-centric innovation, we can accelerate the energy transition and amplify its impact. is the Global Director of Strategy and Sustainability at Designit, tasked with creating new business models through design. Miguel has led Business Design, Venture Creation, and Service Design projects internationally in a range of industries, with category leaders like ING, ThyssenKrupp, BBVA or Ferrovial. Sustainability and technological innovation have been central themes in his career, from creating SaaS for carbon emissions management to building data-based digital products for risk UHGXFWLRQLQKD]PDWWUDQVSRUWDWLRQŴHHWV
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THE FUTURE OF ENERGY
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