Like other electric utilities in the mid-1990s, Northeast Utilities (NU, Hartford, Connecticut, U.S.) recognized that the significant changes occurring in our industry-such as ever-increasing customer expectations, restructuring and performance-based rates-required a critical reassessment of existing organizational structure and strategy. Starting with a "clean sheet of paper," NU reinvented itself with a comprehensive. re-engineering effort during 1995 and 1996. NU's new organizational philosophy featured separating decision from action, and incorporating operational and financial performance of its distribution assets. These two defining principles led to the new organizational structure, which features an asset-management process.
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