Connected Strategy for Hydrogen Value Chain ^ Top ^ 8 away from physical asset (wires pipes and wells) to data exploration, away from persistent focus on traditional, large competitors to non-traditional small disrupters and a fundamental shift from a commodity to a product company mindset with untiring focus on customer experience. Building a continuous relationship with one’s customer and taking a value chain approach will be critical for survival. While the future workforce will require many of the skills that the current workforce has built over time, it will also need to evolve and develop new competencies to realize its full potential. Companies will need to be ready to adapt, renew and evolve to execute their strategies with a workforce that is agile and equipped to support their business. As Energy and Utility companies adopt a more connected strategy, there will be a bigger demand for digital skills with a huge shift in the need for data management and analysis. With a huge increase in data being generated through the IoT sensors, analysis to drive system improvements will require an increase in the workforce with skills that can drive systematic changes. Although digital skills exist within the current workforce today, they are in short supply to meet the future demand, and this will require a significant retraining of its existing workforce. How is this white paper organized? The white paper is organized into three key sections. In Section 1 we explore use cases that show how connected strategies enable the adoption of hydrogen in the transport sector. Section 2 explores the application of connected strategies to enable the adoption of hydrogen into the power generation mix. Section 3 explores the key organizational strengths and shifts that incumbent energy and utility companies should consider to be a valued participant in the emerging hydrogen value chain.