We hope the above makes clear the scale of the opportunity. But nothing worth doing is ever easy, and there are barriers that will need to be overcome first.
The most immediate challenge is capacity. Two-thirds of energy and utilities leaders (68%) identify supply chain constraints as a major barrier, while 66% cite a lack of skilled talent. These findings reinforce the need for new delivery models that make better use of global engineering capability, AI, and automation, rather than relying solely on local recruitment.
Many organizations are also constrained by the foundations on which they are trying to build. 62% say insufficient investment is a major challenge, while 56% point to legacy systems and outdated technology. Without modern digital platforms and connected data, scaling AI and new ways of working is a non-starter.
Perhaps the greatest challenge is cultural. 60% identify a weak innovation culture as a major barrier, 58% cite resistance to change, and 56% highlight regulatory and compliance challenges. In a safety-critical industry, caution is understandable and necessary. The challenge is not to remove governance, but to modernize how organizations innovate within it.
Taken together, these findings suggest that the sector's biggest obstacle is not a lack of ideas or technology. Rather, it is the ability to build the capabilities, confidence, and operating models needed to deploy them safely, consistently, and at scale. Those organizations that overcome these barriers will be best positioned to meet the unprecedented demands of the energy transition and the AI-driven economy.
