Case
Ørsted green transformation
DONG Energy, formed in 2006 from six Danish energy companies, had a heat and power mix that was 85% fossil, mostly coal. In 2008 it set a goal of 85% green generation by 2040; according to Ørsted's own white paper it reached that in 2019, 21 years early, with emissions down 86% between 2007 and 2020, after selling more than USD 3.5 billion of non-core assets from 2012 and concentrating on offshore wind. An IEEFA report (2021) adds that subsidy regimes in Europe were an external tailwind.
- Industry
- Energy
Frameworks applied
This case is read through the frameworks below.
- Transformational versus transactional leadershipWhen taking over a team that needs to change, should a department head inspire people towards a new vision or hold them to clear targets and rewards?
- Strategic leadership through four control mechanismsWhen an approved strategy fails to move the organisation, which lever should the CEO tighten: resource allocation, decision rights, escalation or review?
Sources
References
Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.
- Ørsted A/S (2021) Our green business transformation: what we did and lessons learned (white paper). Ørsted white papers.No DOIweb.archive.orgCited in 1 article
- Srivastava, S. (2021) From Dong to Orsted: a leading utility's green energy transition. Institute for Energy Economics and Financial Analysis (IEEFA).No DOIieefa.orgCited in 1 article