Electricity service
1 The organisation has a well-organised plan to handle the challenges of electricity service provision using decentralised power alternatives.
2 The efforts of the company are sufficient to handle the emerging challenges related to the adoption and utilisation of non-conventional forms of renewable energy, for example solar and wind power.
3 What is the level of transition among Bahrain’s electricity organisations towards non-conventional forms of renewable energy, for example solar and wind power?
4 Innovative strategies used by the company are not sufficient for Bahrain’s electricity organisations to manage the challenges related to the transition towards non-conventional forms of energy such as solar and wind power.
5 The company has established centralised models to integrate centralised and decentralised sources.
6 Companies have recruited skilled human resources with the ability to drive innovation management related to the integration of decentralised models and centralised models.
7 The company makes key transformational decisions based exclusively on short-term situations in order to handle the operational-related challenges linked to the transition towards decentralised models.
8 Has the profitability of the company been affected after transitioning to decentralised models?
9 Has the profitability of the company been affected after transitioning to centralised models?
10 Adequate strategies exist for benchmarking the adoption of decentralised models?
11 A lack of innovative strategies has made it difficult for the company to adopt centralised or decentralised models.
12 The organisation receives fiscal and regulatory impetus from the government for transitioning to decentralised or centralised models.
13 The internal innovators encourage managers to solve the challenges confronting the company in the transition to decentralised or centralised models.
14 Have the changes in organisational structure been appropriate for responding to the adoption of decentralised or centralised models?
15 How has supply chain logistics been optimised for adopting decentralised or centralised models of power generation?
