Reduce Energy Use: Energy Strategy is Environmentally Prudent Part I


Reduce Energy Use: Energy Strategy is Environmentally Prudent Part I

Monday, July 25th, 2011 - 13:19
Monday, July 25, 2011 - 13:09
Energy Strategy is the roadmap to a sustainable environment. People, Process and Technology all play critical roles in this strategy and ultimately, have a significant effect on our environment.

Over the next two days, read how an effective energy strategy can help organizations save money and the world’s resources through implementation of effective energy security, renewable technologies and alternative energy resources.

Money is not the Only Reason for an Energy Strategy.  Environmental Concerns Matter too!

As we’ve heard, or are about to hear, a sustainable energy strategy makes good business sense.  In the wake of ever-dwindling energy resources and rising costs to obtain natural resources, many organizations are realizing the need for a sound energy strategy – for many reasons.  When strategy involves finding alternative energy resources through processes, reducing consumption and demand through its people, and addressing energy security through technology, its implementation has a tremendous effect upon the operations of the organization, the profitability of the business and ultimately, upon the environment.

In May 2011, the Department of Energy announced its 2011 Strategic Plan, “a comprehensive blueprint to guide the agency's core mission of ensuring America's security and prosperity by addressing its energy, environmental and nuclear challenges through transformative science and technology solutions.”  Similarly in June 2011, the Department of Defense (DoD) announced its “Energy for the Warfighter: Operational Energy Strategy,” a strategic roadmap for DoD energy use during military operations. 

Rightfully, there has been increased pressure on creating and implementing an effective energy strategy in organizations throughout the nation.  This pressure has yielded innovative ideas and a sense of empowerment among ordinary citizens.  With an average 5 percent increase per year of energy consumption by individual, organizations are taking bold steps before it’s too late.

A Process of Elimination:  Alternative Energy Resources

As retired Brigadier General Steven M. Anderson pointed out in a NY Times OpEd, “Save Energy, Save Our Troops” (published months prior to the announcement of the DoD operational energy strategy), “keeping our bases and units supplied with fuel endangers not just the lives of many soldiers manning the tanker convoys, it also drains $24 billion a year from the Pentagon budget.” General Anderson goes on to say that, “an energy strategy would save lives, cut operational and tactical costs and send a message about the Defense’s posture on reducing the US dependence upon foreign oil."  By using alternative sources and energy-efficient solutions now, that may be one less life lost in defense of the nation.

Additionally, the Secretary of the Interior Ken Salazar recently stated that the New Energy Frontier - Balancing Energy Development on Federal Lands,  a joint report between the Department of the Interior and the Department of Agriculture, “describes the milestone progress we are making in harnessing America's solar, biofuels, wind, geothermal and wave potential, while also supporting safer and more environmentally responsible conventional energy development."

Such a show of solidarity towards a common goal within the government’s largest organizations strengthens the likelihood that other organizations will soon follow in looking to alternative resources.

Coming Up Next:

Join us tomorrow as we discuss the other two drivers that play a critical role in an energy strategy: People and Technology.

Let Us Hear From You:

How important do you think the role of Process play in Energy Strategy?  Share your thoughts here!


Tim Fain Bio Tim Fain is an Associate Partner and Service Area Leader within IBM’s Global Business Services Public Sector. Mr. Fain has more than 30 years of technical, managerial, and consulting experience. Specifically his experience involves developing organizational, economic development and environmental and energy sustainability strategies; improving business models and processes; and helping organizations develop transformation roadmaps. He uses his extensive knowledge of Federal regulatory and budgetary processes, e-Government principles and methodologies, and strategic planning to help public sector clients address policy, service, and transformational challenges.

Prior to joining IBM, Tim spent eight years at the Office of Management and Budget where he worked on a broad range of Federal government information technology and policy issues. A former US Navy Submarine Officer, Tim holds a BS in Metallurgical Engineering, a MA in National Security Studies, and a MPP in International Trade and Finance.

Tim Fain (



Freda Washington Bredy Freda Washington Bredy is a Managing Consultant with IBM’s Global Business Services, Public Sector Division, Strategy and Innovation Practice. Ms. Bredy has over 15 years of experience managing and consulting public and commercial clients. She holds a B.S. in Electrical Engineering from Tuskegee University, a M.S. in Electrical Engineering from Georgia Tech and an M.B.A. from Washington University in St. Louis. Ms. Bredy has consulted numerous clients including: US Army, Centers for Medicare and Medicaid Services, the Department of the Interior and Veterans Affairs.

Freda Washington Bredy (