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Abstract
As a mature industry, the utility business is marked by a distinct, traditional corporate culture. Often, an us-versus-them attitude prevails between the blue-collar (and heavily unionized) workforce and white-collar employees. Historically, utilities have focused on day-to-day operations and solving emergencies. Public Service Electric & Gas''s BSC-based transformation and its progressive-minded leaders have changed all that, introducing a data-driven, customer-oriented, strategy focus that emphasizes performance in all quarters. We recently talked to Ralph Izzo, Chairman and CEO of parent Public Service Enterprise Group (who implemented the BSC as President of PSE&G) and Ralph LaRossa, current President of PSE&G, about the many dimensions and challenges of strategic transformation, from winning buy-in to effecting cultural change.
About
Abstract
As a mature industry, the utility business is marked by a distinct, traditional corporate culture. Often, an us-versus-them attitude prevails between the blue-collar (and heavily unionized) workforce and white-collar employees. Historically, utilities have focused on day-to-day operations and solving emergencies. Public Service Electric & Gas''s BSC-based transformation and its progressive-minded leaders have changed all that, introducing a data-driven, customer-oriented, strategy focus that emphasizes performance in all quarters. We recently talked to Ralph Izzo, Chairman and CEO of parent Public Service Enterprise Group (who implemented the BSC as President of PSE&G) and Ralph LaRossa, current President of PSE&G, about the many dimensions and challenges of strategic transformation, from winning buy-in to effecting cultural change.