Page 17 of 33
“In the past, our people focused their attention on electricity, before evolving to electricity and gas. Now, we work on the entire energy system, including hydrogen and heat.”
From the back office of the country’s energy system to a knowledge owner in energy: Stedin is transforming at a breakneck pace. “In the few years that I have been working at Stedin, I have seen investments double in size.” Although grid operators play a major role in the energy transition, Peters is quick to stress that it will require a collective effort. “Everyone will experience the added value we can contribute to the energy transition, but we are keenly aware that, as a grid operator, we could never do it alone.”
Interview with David Peters, Chief Transition Officer at Stedin Group
The irreplaceable value of people in successfully embarking on a digital transformation is widely recognized by top management. However, it is also no secret that even the world’s top organizations are barely able to meet their needs for talent. The problem feels to be bigger than any one company: the continuously increasing pace of technological change has led the way to an undeniable worldwide skills gap. The international and national educational system plays an important role in addressing this issue. However, our educational institutions do not seem to keep up with this shift. In a relentless attempt to pin down this pain point, organizations are increasingly turning their focus inward. Developing talent from the inside does not only allow organizations to become less dependent of the external environment, but also to up- or reskill their current workforce while safeguarding existing domain knowledge, working experience and culture: those values that are irreplaceable by new digital talent.
This article is part of the Five Components of a Holistic Digital Strategy series. Talent Development as one of the five components.
An article powered by Robert Monné, Manager of the Analytics Academy: a cooperation between University of Amsterdam and ORTEC.
Earlier this year, AIMMS teamed up with ORTEC to develop an S&OP maturity assessment. S&OP is especially relevant for companies that have a very diverse product portfolio and complex production processes. A mismatch between demand and supply can be very costly in such cases. So far, professionals from around the world have taken the assessment. Although most respondents are from the chemical and pharmaceutical industries, the insights are relevant for many sectors.
Read the insights and key trends on the AIMMS website
The push toward e-commerce will remain strong in the coming years. Customer service expectations, like same day deliveries, will also increase. How can retailers, and grocery retailers in particular, stay profitable, while transforming into home delivery and omni-channel operations? Dynamic time slot booking, also called timeslotting, can be a powerful tool. This article gives answers on how dynamic time slot booking improves service and efficiency in e-logistics.
This article is powered by Goos Kant, Professor Logistic Optimization Tilburg University & Managing Partner ORTEC
The 5 things we learned from our customers during the ORTEC Global Retail Summit 2021:
Last month, we organized the 4th ORTEC Global Retail Summit. Over 150 people from 24 different countries and 52 retail companies registered. Read on to get the key insights and learnings from the event.
An e-book for energy companies that want to improve decision-making with analytics
80% of energy companies are already building or starting to build a data-driven culture. That’s because the benefits are compelling. Many see a 15% increase in VMI delivery volume and over 6% more sales profitability. If you are looking for practical advice to achieve this, you have come to the right place. Your journey starts with 2 steps: