Page 24 - Impiantitica industriale

NEW RESOURCES

gen helps meet decarbonization ambitions (as with and helping the organization monitor the cri-
most industrial applications), or where hydrogen tical signposts and associated decisions—for
uptake may be most significant despite uncertain- example, new minimum viable projects and
ties (for example, specific niches of heavy-duty, targeted M&A.
fuel-cell vehicles). LNG markets developed in a • Long-term investment. Ensure sufficient
similar way over the past decade, as producers and sustainable funding to mobilize around
sought out low-cost supply and built up shipping, the opportunity, nurture hydrogen’s progress,
export facilities, and other necessary infrastructure and avoid becoming contingent on other busi-
to deliver to known pockets of demand. ness priorities with shorter payoff. This is more
Where hydrogen costs are competitive, adoption is about mobilization than traditional deployment
likely to occur more quickly, allowing those players of capital.
to develop deep experience with their applications, • Relationship to core. Determine how the
and possibly to prepare their capabilities and in- hydrogen effort will work with the rest of the
frastructure for broader markets. Governments will company to ensure its success, including tap-
play an important role as catalysts, stimulating de- ping talent and capabilities, mobilizing rapidly,
mand through emissions rules and pushing down and scaling to achieve efficiencies.
costs with investments and incentives.
Define the right operating model to align Start today
hydrogen within business priorities. New initia- While the path of the hydrogen market is uncertain,
tives often struggle to find their place within existing it’s uncertain for everyone alike. Companies can
operating models, particularly when these new op- begin to build and extend a strategic advantage in
portunities threaten to cannibalize the current busi- hydrogen by developing a greater understanding of
ness or promise to upend traditional processes. In market factors and the underlying constraints and
some companies, hydrogen efforts will be exten- opportunities of their specific place in the hydrogen
sions of the core business, while for others they value chain. Leaders will train their focus on the
will represent second engines of growth (for more, customer and avoid getting distracted by techno-
see the Bain Brief “The Engine 2 Imperative: New logy. Collaborations with key partners, selective
Business Innovation and Profitable Growth under M&A activity, and subsidized pilot projects can help
Turbulence”). Depending on the strategy, participa- companies build market position as prices decline.
tion model, and distance from the core business, The five imperatives outlined here shouldn’t be ap-
hydrogen may need support to ensure its progress. proached sequentially: Executives should move on
Three areas of focus can help ensure hydrogen’s all five to speed their progress along the experien-
place in the organization’s business priorities. ce curve and gain a stronger competitive position.
As with any strategy under uncertainty, they should
• Ownership and accountability. Decide who move ahead with optionality and continue to adjust
manages the long-term hydrogen roadmap, as some opportunities lose their luster and as
including collaboration with external partners, others present themselves.

Cinque cose da fare per avere successo

con l’idrogeno nel futuro

L’idrogeno sta emergendo come soluzione per la produzione di energia a basso impatto ambientale.
I costi legati alle tecnologie a base di idrogeno stanno diventando sempre più competitivi soprattutto
nel settore dei trasporti e per applicazioni industriali. Le aziende devono fare in modo di non perdere
questa opportunità. Bain ha identificato 5 imperativi per sfruttare al meglio questa evoluzione nel
settore. Pensare “future-back” per valutare il potenziale dell’idrogeno e comprendere in quali segmenti
l’idrogeno sarà una soluzione nel breve e lungo termine. Selezionare un modello di partecipazione al
mercato sulla base delle capacità ed expertise presenti in azienda. Definire un piano di esecuzione
robusto, ma flessibile, monitorando le indicazioni del mercato in termini di domanda dei consumatori,
infrastrutture, politiche pubbliche e sviluppo tecnologico. Identificare quali progetti lanciare per primi,
e quindi definire un modello operativo allineato con le priorità dell’azienda. Iniziare ora a esplorare
questa opportunità è vitale.

20 Impiantistica Italiana - Marzo-Aprile 2021