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Utilities have long managed through periods of operational and regulatory complexity. Aging infrastructure, capital investment pressures, evolving regulatory requirements, cybersecurity concerns, workforce changes and rising customer expectations are not new challenges. What is changing, however, is the pace and scale at which utilities are being asked to respond to them. Utilities are now being asked to modernize core operations, adopt new technologies and redesign how work gets done while continuing to deliver safe, reliable and affordable service.
At the center of this shift is a less visible but increasingly consequential factor: knowledge. A utility’s ability to develop, access, apply and sustain operational knowledge is increasingly shaping its capacity to transform. In this environment of increasing enterprise demands, knowledge itself is emerging as a strategic capability, and the inability to operationalize it consistently is becoming a growing source of risk.
