Innovation @ ENEL: From Monopoly Power to Open Power

by Henry W. Chesbrough
15 Jul 2016

Enel is an innovative Italian energy utility that is undergoing rapid change. Technically the company has enthusiastically embraced renewable energy under its new CEO, Francesco Starace. The company is also shifting its business model away from the traditional 'cost plus' regulatory model, towards a model built around a variety of value-add services. Open innovation is an important part of this transformation. There are internal barriers to overcome, and new organizational structures required, to manage this change.

Learning Objectives

This case shows how open innovation can help to transform service-based companies, as well as product-based companies. It also shows this in a traditionally conservative industry, electric power generation and distribution.

Details

Pub Date: Jun 30, 2016

Discipline: Information Technology

Subjects: Energy, Innovation, Technological change, Monopolies, Organizational change, Information technology, R&D, Sustainability

Product #: B5866-PDF-ENG

Industry: Electric power distribution,Solar power generation,Electric power generation

Geography: Europe

Length: 14 page(s)

Berkeley Haas Case Series Follow The Berkeley Haas Case Series is a collection of business case studies written by faculty members at the Haas School of Business. Cases are conceived, developed, written, and published throughout the year, on subjects ranging from entrepreneurship and strategy to finance and marketing. Each case includes a teaching note for use in the classroom.

« PREVIOUS
Single Stop USA: Scaling the Model

NEXT »
Levi Strauss & Co.: Driving Adoption of Green Chemistry

Berkeley Haas Case Series

Innovation @ ENEL: From Monopoly Power to Open Power

Learning Objectives

Details

Recommended

Berkeley Haas Case Series

Follow Us