Open AccessEngie: Business Model Transformation
Author(s) -
Jorge Hernando Cuñado,
Jorge Colvin Díez,
Javier Antonio Enríquez Román
Publication year - 2020
Publication title -
harvard deusto business research
Language(s) - English
Resource type - Journals
ISSN - 2254-6235
DOI - 10.48132/hdbr.301
Subject(s) - renewable energy , carbon footprint , business model , business , profitability index , business transformation , asset (computer security) , decentralization , environmental economics , order (exchange) , industrial organization , marketing , electronic business , engineering , economics , finance , computer science , market economy , greenhouse gas , business relationship management , ecology , computer security , electrical engineering , biology
This article reviews the business model transformation of a French energy company, Engie. The company is adapting to a new energy business environment characterized by three trends: decarbonisation, decentralisation and digitalization. In order to achieve this objective Engie has carried out a three-year plan (2016-2019) focusing on renewable energy sources, local energy generation and new technologies. The company has developed a new strategy for the period 2019-2021, the aim is to become the world leader in zero-carbon transition “as a service” assisting business and local authorities to reduce their carbon footprint in their operations. This implies an asset light strategy, Engie provides tailor-made solutions and expertise to their customers while partnering with the owners of renewable power sources. The company is in line with the environmental concerns of all its stakeholders and believes in the profitability of this new strategy, centred on renewable energy sources.
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