Energy

Electricity demand, infrastructure investment and affordability are increasingly connected leadership questions across regions. The IEA's Electricity Mid-Year Update 2026 examines global demand growth alongside changing generation costs and regional operating conditions. For energy organizations, the signal is a need to consider future capacity alongside the performance of existing assets. The implications vary by geography, regulation and business model, making local operating context essential to any transition plan.

The challenge is bringing different planning horizons into a coherent set of decisions. Investment and asset choices extend over many years, while maintenance, workforce availability and service commitments need attention now. The opportunity is to connect engineering, operations, finance and people planning around explicit priorities and practical dependencies. Leadership teams can then consider how new capacity, changing technology and capability development fit together, rather than treating each as an independent programme.

Our contribution centres on the organizational work supporting those choices: strategic planning, leadership alignment, decision rights and implementation design. An engagement can bring the relevant functions together to clarify ownership, sequence priorities and establish the conversations needed as conditions change. We work alongside the organization's technical and regulatory specialists, connecting their expertise with leadership decisions and team capacity. The aim is a workable path from strategic direction to the routines through which people deliver.