The energy sector plays by its own rules. To succeed here, consultants need focus, delivery capability, and true end-to-end ownership. Why traditional consulting fails – and which five principles define success with utilities.
The energy industry is one of the most demanding consulting markets in Germany. Digitalization, decentralization, regulatory pressure, cost constraints, and rising cyber risks are dramatically increasing the transformation pressure on utilities.
Many consulting firms fail here – not because they lack expertise, but because they misunderstand the market logic. The energy sector does not operate by the same rules as traditional industry or IT markets.
Anyone launching a consulting business in the energy sector today needs more than a solid market entry. What truly matters is a roadmap that reflects operational reality, delivery capability, and the ability to build trust with large enterprise clients.
A Practical Roadmap: 5 Principles That Define Success
- Understand the market logic: Energy is not a “standard consulting game”
Utilities operate system-critical processes under regulatory oversight and within historically grown structures. Decision cycles are longer, stakeholder landscapes are complex, and mistakes carry not only financial but also reputational consequences.
Those who underestimate this quickly lose relevance.
Focus beats generalism: Specialization creates credibility
“We do digital transformation” is no longer enough.
Real relevance comes from clear specialization – for example in SAP Utilities, FI-CA, market communication (GPKE/AS4), or S/4HANA transformation. Winners are not the loudest voices, but those who solve concrete problems in measurable ways.
Delivery over slides: Execution capability is the new sales argument
Strategy alone no longer convinces.
The market no longer asks:
“What does the target architecture look like?”
Instead, clients want to know:
“How do we get there safely and on time – without putting operations at risk?”
A common mistake: starting with conceptual work without a robust operating model – including handovers, quality gates, and risk management.
- Take critical systems seriously: SAP, market communication, IT/OT
Most failures don’t happen at the surface – they happen at interfaces.
Integration, system boundaries, ownership models, and operational stability are where projects succeed or collapse. SAP core processes, market communication, and the growing convergence of IT and OT/SCADA are especially critical.
This is where it becomes clear whether a project runs steadily – or escalates.
Structure and team are core processes: Scaling is never accidental
Growth requires early investment in recruiting, continuous learning, and quality standards as core processes.
Equally important are clear structures in sales, marketing, and delivery governance. Without this foundation, growth quickly becomes chaotic – and enterprise clients lose confidence.
What Large Energy Companies Really Expect Today
Utilities are not looking for polished slide decks.
They are looking for reliable execution partners – teams that understand complex systems, identify risks early, deliver consistently in day-to-day operations, and take end-to-end responsibility.
Conclusion: Without focus, delivery, and accountability, you won’t succeed
Our clear assessment:
Without entrepreneurial discipline, without professional internal structures, without execution strength, without energy-specific specialization, and without reliable end-to-end ownership, it is impossible to succeed with large energy companies – no matter how convincing the pitch deck looks.