In recent years, large organizations concerned with energy efficiency have been moving towards strategic energy management (SEM). This evolution has been necessitated as decision makers and energy champions realize they need a system, process, and plan towards improvement that aligns and integrates with their organizational infrastructure. In Ohio, some utilities offer SEM programs, but many organizations have found them difficult to engage with or inadequate at meeting their needs. Issues with utility side SEM include territory limitations, a prescriptive process, and short management decision timelines. Large organizations, which benefit the most from SEM, often span multiple utility territories, have unique budgeting processes, and typically make investment decisions on multi-year timelines. Besides having inherent limitations, utility SEM programs in Ohio may go away entirely due to recent legislation.

This paper details the following lessons learned from helping organizations develop and implement SEM policies:

• One-size doesn’t fit all – SEM processes must compliment and integrate with existing organizational management infrastructure such as budgeting, project development, marketing, and communication.

• Technical expertise is necessary – Decision makers at large organizations rely on technical expertise to provide concise and actionable information. Information without insight is useless.

• Appropriate communication is key – Different hierarchies need tailored communication with appropriate detail.

• Management - Thoughtful management towards the SEM goal is necessary to be successful.

These lessons will help large organizations trying to tackle SEM and provide insights to utilities about their customers’ challenges.