We have witnessed structural changes in the global energy landscape, as well as the ongoing energy transition driven by disruptive forces and megatrends. At the same time, technology breakthroughs and innovation are happening at a much faster pace and frequency beyond Industry 4.0. Are the current business models robust enough to position and capture new growth opportunities, including in new energy? What does it take for companies to step out and differentiate themselves from others? How would companies leverage on technology and shape future partnerships? Issues to be discussed include entrepreneurship, culture and mindset change, leadership, capability and competency.

The energy landscape will continue to evolve and transform as technology drives innovative solutions. Beyond the current agenda of sustainability, affordability and security – The Energy Trilemma, what would the future energy landscape look like? For each country at different stages of development, priorities differ as some require the flexibility to optimise resources and prioritise socio-economic needs. The session will discuss the pathways towards the next phase of energy transition.

Energy sector is being disrupted as automation, AI, blockchain and IoT revolutionised the way we do business. To remain relevant, companies have to be agile, and continue to innovate to disrupt and create niche positions in the industry.

Innovation continues to disrupt the status quo, making conventional business models less relevant or obsolete. Companies pursue innovation to be agile and responsive to the complex and challenging external environment. Value can be created from deployment of innovative solution, including digital applications through collaboration and partnership with other industry players and tech start-ups.

A myriad of industry drivers and disruptive forces continue to alter the global landscape and change the world-view. Populism, protectionism and reverse globalisation are increasingly on the radar. New risks are emerging that include cyber threats and attacks that could destabilise and cripple global political and financial systems, as well as disrupt businesses and industries.

The new energy landscape requires companies to adapt. The industry needs future-ready leaders to drive the transformation to ensure the industry is equipped with relevant competencies and capabilities. What skillsets need to be developed in the industry today to prepare for the new future?

Changing demography and societal trends lead to changing consumer preferences, making it imperative for companies to position themselves to capture new markets and new types of consumers. Consumers of the future are highly tech-savvy, highly dependent on social media, with strong preference for sustainable products and services.

Despite the continuing dominance of fossil fuels in the energy mix, disruptive forces and megatrends continue to alter the industry landscape leading to more structural changes. This would affect energy companies strategic positioning and the way we do business, keeping in mind of the growing significance of a low-carbon future, including circular economy. This will also influence the nature of future collaboration and partnerships.