Duke Energy’s CIO On Powering Digital And AI Transformation - AI2Work Analysis
AI in Business

Duke Energy’s CIO On Powering Digital And AI Transformation - AI2Work Analysis

October 23, 20252 min readBy Morgan Tate

AI Strategy for Utilities: Duke Energy’s 2025 Blueprint AI Strategy for Utilities: How Duke Energy Is Building a 2025 Blueprint By Morgan Tate, AI Business Strategist at AI2Work – October 2025 Table of Contents Introduction: Why AI Strategy Matters for Utilities Strategic Context: Duke Energy’s Digital‑First Vision Choosing the Right Models: GPT‑4o mini, Claude 3.5 Sonnet and Beyond Hybrid Edge‑Cloud Architecture for Low‑Latency Grid Control Embedding Cybersecurity into Every AI Layer Operationalizing AI: From Pilot to Enterprise Scale Financial Impact and ROI Projections for 2025 Utility Leaders Future Outlook: AI as a Strategic Asset by 2030 Actionable Recommendations for Utility Executives Introduction: Why AI Strategy Matters for Utilities In 2025, the electric utility industry is at a crossroads. Decarbonisation targets, distributed generation, and an increasingly digital customer base are converging to demand a new operating model—one that treats the grid as a platform service rather than a static commodity. AI strategy for utilities is no longer optional; it is the engine that powers real‑time decision making, predictive maintenance, and personalised energy offers. The article below dissects Duke Energy’s 2025 blueprint, revealing how the company leverages GPT‑4o mini, Claude 3.5 Sonnet, and a hybrid edge‑cloud stack to unlock operational resilience and revenue growth. The insights are framed for senior technical leaders who need actionable guidance on model selection, architecture design, security integration, and ROI measurement. Strategic Context: Duke Energy’s Digital‑First Vision Duke Energy’s chief information officer, Richard Donaldson, has publicly compared the utility to Amazon and fintech firms. This analogy signals a paradigm shift: the grid becomes an API‑driven platform delivering energy as a service. Three strategic imperatives emerge: Customer‑Centricity as Revenue Driver : Bundling renewable subscriptions, smart‑home integrations and real‑time

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