Over the past few weeks, I’ve shared perspectives on how the digital grid is evolving - through edge computing, security, operating models, and governance.
A common thread across these discussions has been clear: Utilities are investing in digital capabilities but many are still asking - what value are we realizing?
This is not a question of intent or effort. It is a question of measurement, alignment, and accountability.
The Value Gap Is Real
Across the industry, investments in grid modernization are accelerating:
Edge computing platforms
Advanced analytics and data infrastructure
Cybersecurity enhancements
OT–IT integration initiatives
These investments are necessary and strategically sound, yet in many cases, the benefits are described in broad terms:
Improved visibility
Enhanced resilience
Better decision-making
All true but often difficult to quantify. This creates a gap between capability built and value demonstrated.
Why ROI Is Hard to Prove
Unlike traditional IT investments, digital grid initiatives span multiple domains:
Operations
IT
Customer experience
Regulatory outcomes
Benefits are often:
Distributed across functions
Realized over longer time horizons
Dependent on behavioral and process changes
In addition, as discussed in the previous article, ownership is often fragmented. When accountability is unclear, value measurement becomes even harder. As a result , strong progress on capability, but limited clarity on outcomes.
From Projects to Value Streams
One of the underlying challenges is how success is defined.
Many digital initiatives are still managed as projects:
Delivered on time
Delivered within budget
Delivered to scope
But completion does not equal value realization.
Leading organizations are beginning to shift toward value streams, where success is measured continuously against operational outcomes. This changes the conversation
from “Was the project delivered?” to “What measurable impact is this capability driving?”
What “Good” Looks Like
Utilities that are making progress in this space are starting to link digital capabilities directly to measurable outcomes such as:
Reduced outage duration and faster restoration times
Improved asset utilization and maintenance efficiency
Enhanced situational awareness during grid events
Lower operational costs through automation and optimization
Importantly, these outcomes are not treated as secondary benefits, they are defined upfront and tracked over time.
The Role of Leadership
Realizing value from the digital grid is not a technology challenge.
It is a leadership discipline.
It requires:
Clear ownership of outcomes (not just systems)
Alignment across OT, IT, and business functions
Continuous measurement beyond project completion
Willingness to evolve processes and operating models
Without this, even the most advanced capabilities risk becoming underutilized.
Closing Thought
The digital grid is no longer a future vision, it is actively being built.
The next phase of maturity will not be defined by how much technology is deployed, but by how effectively that technology translates into measurable, sustained value.
At the end, investment alone does not create advantage, Value realization does.