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Power distribution reforms Delhi's Public-Private Partnership model: a boost to the sector

机译：配电改革德里的公私伙伴关系模式：促进该部门

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Purpose-Distribution and retail supply of electricity is the most important cog in the power sector value chain. Despite several reforms, most of the Discoms are facing huge financial losses and resorting to a tariff hike which may not be a viable solution. The purpose of this paper is to analyze a case study of Tata Power Delhi Distribution Ltd (Tata Power-DDL) which inoculated itself against the financial ills, and demonstrates how a utility can nurture itself and manage the key stakeholder expectation with innovation, ethics, safety, transparency and agility being its cornerstone. Design/methodology/approach - The study analyses the situation for Tata Power-DDL which needs to realign its strategy to meet emerging sustainability challenges. The case covers the aspect of strategic management, strategy formulation and change management system deployment using tools such as strength, weakness, opportunities, threat (SWOT), political economical social technological legal environment (PESTLE), critical success factor and key performance indicator cascade. It touches upon the emerging need for distribution utilities to look beyond economic signals and take social and environmental impacts into the strategy planning process. Findings - It viewed the distribution business beyond its conventional responsibility of making power available to consumers and to provide quality service. A well thought out adaption and adoption of upgraded technology can be a game changer even for a market which is highly regulated and dominated by players in their respective defined territories. Research limitations/implications - Since the sector is regulated and each utility has a pre-defined set of area of operation with no competition within its licensed area, hence, there is a limited application of applied strategy tools such as SWOT and PESTLE. Practical implications - Since the sector is regulated and each utility has a pre-defined set of area of operation with no competition within its licensed area, hence, there is a limited application of applied strategy tools such as SWOT and PESTLE. Originality/value - India as a market is evolving in energy space and utilities are still struggling to have a fundamental structure to meet the agenda of "power to all." The paper provides the valuable insights into the process of environmental scanning and formulation of organizational strategy to meet the needs of existing and future energy markets.
机译：目的分配和零售电力是电力部门价值链中最重要的齿轮。尽管改革了，但大多数轰炸都面临着巨大的经济损失，并诉诸关税寄存，这可能不是可行的解决方案。本文的目的是分析塔塔电力德里分配有限公司（TATA Power-DDL）的案例研究，它接种了金融弊病，并展示了一个实用程序如何自我培养并管理与创新，道德，道德的关键利益相关者的期望，安全，透明度和敏捷是它的基石。设计/方法/方法 - 该研究分析了塔塔动力-DDL的情况，需要重建其策略，以满足新兴的可持续发展挑战。案件涵盖了战略管理，战略制定和变更管理系统部署的方面，使用实力，弱点，机会，威胁（SWOT），政治经济社会技术法律环境（Pestle），关键成功因素和关键绩效指标级联。它触及了新兴需求，对经济信号超出经济信号，对战略规划过程感受社会和环境影响。调查结果 - 它将分销业务超出其传统责任，为消费者提供电力并提供优质服务。升级的适应和采用升级技术的思考甚至可以成为游戏更换者，即使是在其各自所定义的领土中受到的球员受到高度监管和主导的市场。研究限制/影响 - 由于该部门受到调节，并且每个实用程序都有一个预定义的一组操作组，因此在其许可区域内没有竞争，因此，应用策略工具如Swot和Pestle的应用有限。实际意义 - 由于该部门受到监管，并且每个实用程序都有一个预定义的一组操作组，因此在其许可区域内没有竞争，因此，应用策略工具如SWOT和PETLE的应用有限。原创性/价值 - 印度作为市场正在进行能源空间，公用事业仍在努力，有一个基本的结构，以满足“所有人的权力”议程。本文提供了对环境扫描过程的有价值的见解，以及组织战略的制定，以满足现有和未来的能源市场的需求。

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