At a recent @WIRES Group panel discussion in Washington, D.C., one comment struck a chord: “Poor communication between siloed departments within utilities continues to fetter progress.”
It’s a simple observation, but one with deep implications. As utilities face mounting pressure to modernize their grids - balancing decarbonization, electrification, resilience, and affordability - internal collaboration has never been more important. Yet in too many cases, teams that share the same mission are still working in isolation.
The Cost of Poor Communication
Utility organizations are typically large, complex, and highly structured. Transmission planning, engineering, operations, procurement, finance, regulatory affairs, and strategy often operate under separate mandates, with limited overlap in day-to-day decision-making.
This structure makes sense from a management standpoint - it keeps responsibilities clear and accountability defined - but it can also create invisible walls. When those walls harden into silos, the consequences are tangible:
Innovative solutions are overlooked because one team doesn’t know what another is evaluating.
Technology adoption slows as ideas get lost between the planning and implementation stages.
Opportunities for cost savings and efficiency gains are missed, even when proven tools are available.
In today’s environment, that fragmentation can mean the difference between progress and paralysis.
For example, many utilities are eager to expand capacity on existing corridors but may default to traditional rebuilds rather than consider Advanced Conductors - technologies capable of doubling line capacity with minimal right-of-way impacts. Why? Because the transmission planning team may not be fully aware of the operational and regulatory pathways that make such solutions feasible.
Likewise, the operations team may not yet have visibility into how Grid-Enhancing Technologies (GETs) - such as dynamic line ratings, topology optimization, or power flow control devices - can be safely integrated to improve real-time performance. Meanwhile, regulatory or policy teams may not realize that these technologies already align with federal guidance and state policy objectives to accelerate clean energy deployment.
The result is often delay, duplication of effort, or missed opportunities - especially at a time when utilities are being asked to do more with less.
Building Bridges Through Working Groups
Breaking down these barriers doesn’t require restructuring entire organizations. It starts with something much simpler and more powerful: intentional communication.
One practical way to foster this is through cross-functional working groups focused on Advanced Transmission Technologies (ATTs). These groups could meet quarterly, share updates across divisions, and explore how new tools and approaches can be applied to specific system challenges.
Such a group should ideally include representatives from:
Transmission Planning and Engineering, to evaluate technical feasibility and grid needs.
Operations and Asset Management, to assess integration, safety, and maintenance.
Regulatory Affairs and Strategy, to connect technology adoption with policy and funding.
Procurement and Finance, to analyze total lifecycle value rather than just initial cost.
This structure not only promotes knowledge-sharing but also helps utilities identify complementary solutions. For example, Advanced Conductors could expand thermal capacity and minimize the risk of wildfires, while GETs could enhance visibility and control - together achieving outcomes that neither technology could fully deliver alone.
Aligning Culture and Strategy
Cultural change often matters as much as technical innovation. For many utilities, the instinct is to minimize risk - and understandably so. Grid reliability and safety are non-negotiable. But as one panelist at the WIRES event noted, “We need to redefine what risk means in the context of inaction.”
Failing to deploy proven technologies when demand is soaring, weather extremes are intensifying, and permitting timelines are tightening may represent a far greater long-term risk than piloting something new.
Cross-departmental collaboration can help utilities manage that balance. When teams share knowledge early and often, they can jointly assess risks, design pilot programs, and develop a shared understanding of both the technical and regulatory landscapes. This builds confidence and accelerates adoption.
Several utilities are already demonstrating this model. Some have created internal “innovation councils” or “grid modernization task forces” that bring together planners, engineers, and policy experts to vet emerging technologies. Others have launched joint working groups with neighboring utilities, recognizing that regional cooperation is often just as critical as internal alignment.
From Conversation to Action
Progress doesn’t depend solely on technology - it depends on people communicating effectively about how to apply it. Every utility professional - whether an engineer designing a line upgrade, a planner modeling future demand, or a regulator reviewing a cost-recovery filing - has a role to play in transforming how we plan and operate the grid.
The question isn’t just what technologies we should deploy, but how we can work together to deploy them smarter, faster, and with greater confidence.
As we move deeper into an era defined by decarbonization, digitalization, and demand growth, collaboration across silos will be as essential as copper or carbon fiber. It will determine how quickly utilities can integrate renewables, meet electrification goals, and maintain reliability in a changing world.
A Call to Conversation
If your organization hasn’t yet established a formal working group around Advanced Transmission Technologies, now may be the right time. Start by bringing together a few people from different divisions. Share your perspectives. Ask questions like:
“What technologies are others testing or deploying?”
“Where do we face bottlenecks in approvals or implementation?”
“How can we better share lessons learned across teams?”
Sometimes, the most transformative step isn’t a new technology - it’s a new conversation.
So, what is your organization doing to bridge the silos and foster collaboration around grid innovation? Share your experiences and ideas below. The grid of the future depends on it.