Gánate un Puesto en la SEMITARIA Semi-secreta "Yo Que Pago la Lú."

Propuesta de José Antonio Vanderhorst Silverio, Ph.D.

Creador del Modelo Marco de la Electricidad Sin Control de Precios (EWPC-AF, siglas en inglés)
Miembro Vitalicio del Instituto de Ingenieros Eléctricos y Electrónicos (IEEE)
Ganador del 1er Lugar en el Juego de las Redes Inteligentes del 2025 del IEEE Spectrum
Miembro de Número de la Academia de Ciencias

Este documento es el primer elemento organizador de la SEMITARIA Semi-secreta "Yo Que Pago la Lú," en lo adelanta La DECITARIA. En el mismo se define la Escalera de la Lealtad a la misma.

Nota: esta nota tuvo el título "Gánate un Puesto en el Grupo "Yo Que Pago la Lú, Exijo Una Ley Competitiva" #EWPC #RDUPSA #NOCDEEE" en borrador hasta el 30 de abril del 2011.

En su presentación “Creando Clientes Evangelistas,” Jackie Huba define lealtad como: la voluntad de hacer una inversión o sacrificio personal para fortalecer una relación. En este caso, la relación es con la SEMITARIA. En vez llamarles clientes, los miembros se definen como creyentes leales a la SEMITARIA.

Jackie construyó una escalera de la lealtad como sigue (mayor nivel arriba) que estoy adaptando a nuestra DECITARIA (pulsa aquí para unirte).

1. Líderes: sentirse responsable por el éxito del grupo.
2. Evangelistas: convencen a otros para que crean en el grupo.
3. Creyente Radio Bemba (en sentido positivo): divulga sobre el grupo.
4. Creyente activo: se mantiene participando en nuevas iniciativas
5. Creyente Satisfecho: siente que las expectativas son satisfechas

Para poder ganarse el puesto del primer escalón, los creyentes simplemente deben redactar un comentario en el muro del grupo con el que declaran su satisfacción por el mismo. En función del desempeño del creyente, los líderes le subirán al escalón que se haya ganando. El grupo se desbanda cuando logremos una ley general de electricidad competitiva.

Mientras ningún otro creyente llegue a ser líder, yo seré el único líder. Evidentemente, en la medida que el grupo crezca necesitaremos otros líderes para administrar las iniciativas del grupo. Cuando llegas a ser líder, te ganas el derecho a ser uno de los administradores del grupo por un período de tres meses.

¿Qué hace un creyente evangelista para ganarse el puesto que merece en la escalera?

• Divulga
• Recluta nuevos clientes
• Te ayuda a mejorar
• Te defiende
• Te apoya

Actualización #1 10:25 am, 17 de abril (ver 1er comentario a este documento): gracias a la contribución investigadora(tomando prestada las denominaciones del Instituto Para El Futuro[IFTF, siglas en inglés], las otras contribuciones son: impulso, antagonismo, y adaptación): "@gmh_upsa ...es una 'Rifa'...!?" de Peter Lembert, contribuyo con el impulso: "El puesto dirá cuanto contribuyó un creyente a lograr la Ley #EWPC Competitiva." Hay otras dos contribuciones del IFTF, la Imaginación Oscura y la Imaginación Positiva, como este borrador, que se emplean para iniciar un ejercicio.

La cima del evangelismo del creyente (de abajo hacia arriba)

1. Idea extraordinaria
2. Verdaderos creyentes
3. Persuasión apasionada

The Future of the Power Industry in 2006 Part 2

On December 27th, 2005, under the article A Few More Unfriendly Comments on Electric Deregulation, I quoted Fred C Schweppe el al (Spot Pricing of Electricity, Kluwer Academic Publishers, 1988) saying:

New directions for the utility industry are being sought by many interested parties in the government, the private sector, and the universities. One such direction has been widespread interest in utility-customer cooperation through innovative rates characterized by broader options and better use of information on utility costs and customer needs. The goal of this book is to provide a theoretically sound, yet practical foundation for the implementation of utility-customer transactions based on today's needs. Our goal is to meet four criteria:

1) Freedom of Choice: provide customers with options on the cost and reliability of supply and how they choose to use electric energy.
2) Economic Efficiency: Motivate customers to adjust their own electric energy usage patterns to match utility marginal costs.
3) Equity: Reduce customer cross-subsidies…
4) Utility Control, Operation and planning: Consider the engineering requirements for controlling, operating and planning an electric power system.

"Restructuring Debate Still Rages," December 11, 2006, by Ken Silverstein, EnergyBiz Insider, Editor-in-Chief, starts out with a dilemma as follows: "The discussion over whether electricity can be made into a competitive enterprise or whether it is an uncommon commodity that should be tightly regulated still rages more than a decade after the concept of restructuring was first envisioned."

Missing in the decade old debate was a third way: the natural and simple way. The way to do it: the wires are natural monopolies to be kept integrated and tightly regulated to meet Schweppe’s 4th criteria – “consider the engineering requirements for controlling, operating and planning an electric power system.” The mistake: open transmission access, which also violated the other three criteria for the end-customers. My research shows that the separation of transmission and distribution is not done at a modular interface from the operation standpoint. Generation and retail marketing are natural competitive enterprises.

"Time To Innovate - Energy Utilities Face Unprecedented Challenge,Opportunity [PDF]," EnergyBiz magazine, November/December 2006, is about an emerging third way. EWPC: electricity without price controls the extension of Schweppe’s model is just one potential emerging candidate industry scenario.

© 2006. José Antonio Vanderhorst-Silverio, PhD.

The Future of the Power Industry in 2006

The Future Utility Customer Service Model, by Jamie Wimberly, CEO, Distributed Energy Financial Group and Peter Shaw, Director of Customer Strategy, Navigant Consulting, is at the center of a generative dialogue. The article is in synchonicity with my suggestion to Let's Get Out of Back Rooms to a Generative Dialogue, being a welcome contribution to the future of the electric power sector as a whole.

Since I wrote An Alternative Business Case for Demand Response as a rebuttal to The Business Case for Demand Response, which Jamie co-authored with Thomas Brunetto, Managing Director, Distributed Energy Financial Group, I have added many comments on EnergyPulse about an emerging End-State of the utility industry.

The reason that “Customers are demanding more information and control over their usage,” as the authors state, is that they want to reduce their energy costs, or, better yet, to increase the value that electricity enable for them.

Almost a year ago, under the article Strategic Perspectives on Utility Enterprise Solutions, by Warren Causey, Vice President, Sierra Energy Group, I said:

Deloitte Research made a Scenarios Study and found that the "Continuity" scenario is what is expected by most companies in the next 5 years. However, Deloitte also found out that the next five years might turn out very different from the strategic plans of many companies (read utilities). The result is a very different perspective on the interdependencies of markets and Enterprise Solutions.

On one, or both, of the other two scenarios ("Tough Times" or "Rising Expectations"), instead of Utilities Enterprise Solutions, a Retailers Enterprise Solutions arrives, which will make much more business for IT suppliers than expected under the Continuity Scenario. The main reason is that current business models are at the end of there useful life, while new technology is available to be transformed into competing innovative business models, leading to true deregulation of electric markets.

What the authors are calling the “incremental change scenario,” is the same as the “continuity scenario.” However, I see a lot of progress has occurred in just one year, with the insights added by Mr. Wimberly and Mr. Shaw.

While the authors are proposing to adopt an analytical approach, I am proposing a systemic approach that goes beyond trends – pattern of behavior, “responsive” explanations, as Peter Senge calls them – to generative or “structural” explanations for the discovery of the emerging system. The change is going from a mechanistic thinking to systemic thinking.

Please join the generative dialogue, that cuts across topics, which had the latest (not lasted) insight on the EnergyPulse article: Condemned to the Fourth Quartile? by Matt Chwalowski, Principal Consultant, PA Consulting. Posted on 12.9.06. At this instance out of "Active Discussion" and out of "Highly Read." The post starts as follows:

I think I found by myself, on the website of the PA Consulting Group, the answer to my question: “Should Electricity Without Price Controls (EWPC) be considered as a new paradigm of the electricity industry?”...