Search for a command to run...
This document presents a guide to strengthen digital organisational culture in wind energy, illustrated through a specific use case of a digital twin for wind farm asset health monitoring. This is important because digitalisation can accelerate wind energy deployment by improving efficiency, insights, and new services, yet organisational culture is a major barrier: factors such as openness to feedback, blameless learning, creativity, and innovation can shape whether data is shared, digital tools are tested, and AI and digital twins are successfully developed and adopted. The recent IEA Wind Task 43 Culture Questionnaire 2024 identified several weaknesses in fostering digital organisational culture across both teams and organisations. For example, a lack of an organisation-wide digitalisation strategy, insufficient funding and support for teams to experiment with innovative solutions, a fragmented organisational structure, a lack of digitalisation training, and a shortage of employees with digital and communication skills were identified as key barriers to digitalisation. As well as organisational culture, other barriers to digitalisation exist, which are being examined in other projects connected to IEA Wind Task 43. These suggestions are split by the three stakeholder groups: central management, HR departments and team leaders. The suggestions for central management are to (1) create a centralised support hub with digitalisation expertise, decision-making capacity, and agile budget access to actively enable team-initiated digital ideas, (2) publish a clear, multi-year digitalisation roadmap with goals, owners and milestones, (3) make digital transformation a required goal in every business unit, (4) appoint a Chief Digital Officer and “digital ambassadors”, (5) flatten decision layers, and normalise constructive feedback and continuous learning, and (6) institutionalise experimentation and blameless learning at the organisational level. The suggestions for HR departments are to (1) provide digitalisation training, (2) recruit domain-aware digitalisation experts, (3) train leaders to champion digitalisation, (4) design hybrid learning formats that combine digital skills training with emotional readiness, and (5) create a “digitalisation maturity profile” per unit. The suggestions for team leaders are to (1) empower teams with true ownership for digital transformation, (2) make team success stories visible and integrate them into strategic communications and (3) apply proven team practices to improve leadership capability and cross-team decision-making. Upskilling of the three stakeholder groups may be required for effective implementation. Following an introduction in Section 1, the suggestions with examples are presented in Section 2. The suggestions are summarised in Section 3.