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NETWORK / 23 / SEPTEMBER 2017 and it's not always clear what their focus is." In collabora- tion with the Energy Systems Catapult, the EIC is working on a new funding guide that is intended to bring clarity on this issue. The directory will provide details on available funding for SME innovators from a range of sources such as Innovate UK. The continuation of European funding – following the fallout from Brexit – is uncertain. "We will have to keep an eye on how changes in European funding impact on the sector," Massey points out. The EIC has developed what Massey says is an "optimum model for innovation imple- mentation". The model has its origins in neuroscience and a focus on people rather than processes. "As an industry, we are technically-led. We tend to focus a lot on the systems that we need to put into place. "We spend 90% of our time on that, and a far smaller proportion of time on winning hearts and minds. "I think it is time to change our emphasis because ulti- mately, people are the business. Innovation is change and it is people who will bring forward change, not the processes and systems." Collaboration over competition The innovation community that the EIC brings together, and the networks themselves, should operate in a spirit of collabora- tion, Massey believes. "There's a saying that if you want incre- mental growth you compete: but if you want exponential growth, you collaborate. I think it is clear that we need to operate as a whole energy system, bringing together partners from the gas, electricity and renewables in- dustries. There is no place more obvious for collaboration than the energy sector." There is an argument that 90% of innova- tion dies through inertia. "If we are killing 90% of innovation through inertia, imagine the opportunities we are missing!" ENVIRONMENTAL IMPACT ● Advanced Plasma Power ● British Power International ● CNG Fuels ● Energy Effective ● Point 4 ● Revalutech ● Synthotech BEST SMART GRID INNOVATION ● GridDuck ● Ice Bank ● IRIS Group ● Ongen ● Sensewaves ● Synaptec ● Synthotech supported by Cadent ● VCharge UK UNIVERSITY TECHNOLOGY ● Newcastle University ● University of Birmingham ● Wase ● WSP – University of Strathclyde supported by National Grid Property Holdings and Cadent LOSSES AWARD ● Aclara ● Awesense ● Encraft ● Lucy Electric on behalf of GridKey ● Sohn Associates ● Turbo Power Systems ● Bigwood Systems supported by UK Power Networks The UK Energy Innovation Awards will take place at the Titanic Hotel, Liverpool, on Thursday, 28 September 2017. Are you using the best tools to plan your network? How many fi eld technicians do you actually need to manage an evolving network, without compromising safety and SLA commitments? This is a hard question to answer. Traditionally, optimising a fi eld operation is a laborious process, because they are too complex and dynamic to permit effective modelling. However, modelling capabilities are evolving. We're able to combine multiple variables into a single model to provide valuable insight into real-world scenarios. Let's take planning a car journey as an example. Previously, we would consume data from a map and combine it with our previous experience to estimate an arrival time – and we know how often we could be wrong. Today, a satnav incorporates millions of data points into its model. It provides recommendations based on the user's specifi c constraints, whether the priority is arrival time, restricted distance or specifi ed paths. It's a sophisticated process – especially for a one-off car journey. Until now, engaging in this level of optimisation for something as intricate as a fi eld operation would be unthinkable. Field Dynamics' customers have exploited current innovations in modelling to answer a broad range of business questions. Recent project examples include optimising vehicle depot locations in conjunction with revised working patterns to reduce operating costs, or remodelling start locations and boundaries of fi eld technicians to provide more effi cient service. By defi ning goals and expected outputs at the outset, mapping data sources, and allowing for iterative operational validation, leaders can start to build a model which captures the complexity of their operations, and ultimately answers the hard questions. I N D U S T RY I N S I G H T