Smart Talks with Jovan – Season 9, Part 2: Flexibility with Elena Boskov Kovacs
In the second part of this conversation, I focus on what actually enables flexibility in practice and what system operators and regulators need to prioritize moving forward.
How critical are smart metering, data management and cybersecurity for flexibility?
From my perspective, these elements are absolutely essential.
One of the biggest historical challenges in power systems has been the lack of visibility, especially at the edge of the grid. Smart metering was introduced to address exactly that problem, to provide better observability and access to real-time data across the network.
With the rapid growth of renewable generation and electrification, particularly at the distribution and low-voltage levels, this visibility has become even more important. Today, we are dealing with increasingly complex and dynamic systems, where both consumption and generation can change rapidly and unpredictably.
At the same time, I see that system operators still face major challenges in forecasting and planning. The rules are not the same for all participants. While regulated entities such as DSOs and TSOs must ensure reliability and operate under strict frameworks, prosumers and other market participants are not always required to provide the level of data that would make system operation more predictable.
This creates uncertainty that technology alone cannot fully resolve.
When it comes to cybersecurity, digitalization has brought both opportunities and risks. On one hand, it has enabled a more decentralized and participatory energy system. On the other hand, it has expanded the attack surface.
As systems become more interconnected and digitally integrated, vulnerabilities increase. Even though large-scale attacks are not something we commonly see in practice, the speed at which cyber threats evolve makes this an area that requires constant attention, investment, and preparedness.
What should system operators and regulators prioritize today?
If I were advising system operators or regulators today, I would start with a very practical step: understanding where flexibility can actually deliver value.
Across Europe, there is already a strong push to assess flexibility needs at the system level. Identifying network constraints and pinpointing where flexibility can solve real problems is a critical first step.
However, this is only part of the picture.
What I often see in practice is a tendency to invest in multiple solutions without a clear implementation strategy. Digitalization is not just about acquiring systems, it is about knowing how and when to deploy them, and ensuring that the necessary data and infrastructure are in place to support them.
That is why I believe a clear and realistic roadmap is essential. This includes defining priorities, aligning investments with actual system needs, and ensuring that different solutions can work together as part of an integrated system.
Flexibility should not be approached as a collection of isolated projects, but as part of a broader transformation.
How should utilities approach digitalization and system integration?
From my experience, one of the most common challenges utilities face is not the lack of technology, but the lack of integration.
Many organizations have already started their digitalization journey, but their systems are often not fully connected, and their data is not yet fully usable. In some cases, companies invest in advanced platforms without having the sensors or data streams needed to make them effective.
This creates a gap between potential and actual value.
What is needed is a more strategic approach, where digitalization is planned step by step, with a clear understanding of how each component contributes to the overall system.
Equally important is the ability to bring different parts of the organization together. In the past, operational teams, IT departments, and management could work relatively independently. Today, that is no longer possible.
We need new roles, better coordination, and people who have a system-wide perspective and can support decision-making at the highest level.
What is the most important lesson from your experience?
One of the most important lessons I have learned is that technology alone is never enough.
In many projects, the technical design is actually the easier part. The real challenge lies in the organization’s ability to accept and implement change.
Power systems are traditionally conservative environments. People are used to established processes, and introducing new systems often requires not only technical adjustments, but also changes in how teams work, communicate, and make decisions.
Change management is therefore critical.
Successful implementation depends on strong leadership, clear communication, and active involvement from top management. It also requires creating new roles and ensuring that different teams can collaborate effectively.
Without this organizational alignment, even the best technical solutions will struggle to deliver their full value.
Conclusion
Flexibility has to start with a clear understanding of where it can solve real system problems. System operators and regulators should first identify concrete network constraints and flexibility needs, because investments only make sense when they are linked to actual operational value.
Digitalization must be guided by a realistic implementation roadmap, not by isolated technology purchases. Utilities often invest in multiple systems without a clear strategy, while the real priority should be aligning data, infrastructure and investments into one integrated approach.
The success of flexibility depends on organizational alignment as much as on technical readiness. Even when the right platforms and data exist, flexibility will remain underused unless operational teams, IT, management and new decision-making roles are connected around the same system-wide goals.