从成本中心到能源企业的神经中枢：全球能力中心

Global CapabilityCentres (GCCs) This report is intended to draw attention of seniorleadership and boards of energy majors to thecentrality of Global Capability Centres (GCC) in theemergent future. •GCCs enable innovation at scale by harnessingdiverse talent ecosystems within and beyondthe organisation. Call to action: The energy sector stands at a pivotal moment. Aselectrification, decentralisation and digitalisationreshape the industry, traditional operating modelsare proving insufficient. GCCs, once perceived assupport units, are now emerging as strategictransformation hubs. We a provocative thesis:GCCs will not just support operations—they willbe the new nerve centres of energy enterprises. These changes are not distant ambition, theymerit immediate action. The possibilities areimmense but have to be converted to outcomes.Energy organisations must pivot from legacystructures to agile, digitally enabled enterprises.Leadership of leading energy organizations must: •Integrate GCCs seamlessly into core operations•Embrace AI and find the right combination ofphysical and digital workforce•Weave security and resilience into GCCoperations fabric•Re-wire governance in alignment with thechanging scenario It is indeed a “Midas touch” story. Superchargedby modern technology and AI, GCCs are creating aonce-in-a-lifetime opportunity of transformation,empowerment, opportunity and endlesspossibilities for invention, innovation andcustomer-centricity across the value chain. Key takeaways: Making GCCs organisational nerve centres willchange operating models and ways of working. Itwill require significant reorganization and changemanagement. The challenges must be frontallyembraced. When done it has the potential todeliver to essential business asks aroundprofitability and customer responsiveness.Conversely, the inability to pivot could result inserious financial and business consequences. •Energy consumers now seek seamless,personalised experiences akin to those in retail,banking, and telecom•GCCs help boost capabilities while containingcosts•Digital scale and data empower Energyenterprises to leapfrog into intelligentoperations and services Energy enterprises must act decisively to unlock the full potential of GCCs, which must evolve fromsupport units to innovation hubs driving enterprise transformation. Business outcome, revenueimpact Agentic AI, intelligentautomation, generative AI Operational roles, processexecutionTalentstrategy High-skill talent, engineeringand analytical capabilities Siloed leadership, function-specificCollaborationmodel Cross-functional CXO mandate,ecosystem partnerships A. Energy enterprises at an inflection point08B. “Why GCC, Why Now”10C. GCCs in action: Making a difference on many fronts12D. Lessons that Energy enterprises can learn from other industries14E. Empowering Energy GCCs through emerging technologies16F. From barriers to breakthroughs – what works and what doesn’t18G. India GCCs powering the house20 A.Energyenterprisesataninflectionpoint Commercial energy has become the mainstay ofmodern civilisation. Energy systems have beengrowing uninterrupted over the past century,barring short periods of disruption like the year2020, when total energy use fell by c. 4 per centdue to the effects of COVID-191. The footprint ofEnergy enterprises has also grown dramatically.Recent technological advancements that aretransforming modern life are heavily dependent on energy. Digital technologies have a massiveenergy footprint. It is estimated that data centresalone will require 945 terawatt-hour (TWh) ofenergy in 20302. This is equivalent to Japan’selectricity production in 20242. The changes are not limited to demand-side,Energy enterprises are being buffeted by a rangeof forces that will have a far-reaching impact. “3Cs and a Fourth”: Reshaping the new Energy enterprise 3.Culture:Energy enterprises have been slow torespond to these changes because of deepseated cultural aspects that have defined theirways of working. In a technology and AI-driven world, those cultural dimensions aresometimes anachronistic and often animpediment to growth and agility. In this volatile and demanding context, threedefining aspects require the attention of Energyleaders: 1.Customer focus: In the emerging context,customers are no longer passive. Theydemand the same levels of service as they getin other goods and services they consume.They can also produce their own energy.Energy majors have struggled to be customer-centric and grow retail operations or maintainprofitability, resulting in a series ofdivestments Energy enterprises have many advantages thatthey can harness, but only if they fundamentallychange. That requires not only new capabilities,but new ways of organising the capabilities andthe operating models. This is wherecapabilitycentrescome into play as thefourth C – theengine behind the shift. Energy GCCs are peggedto play a pivotal role in the larger energytransition and technology tr