This is a very interesting paper from Deloitte on the impact of the significant changes in energy solutions, technology, and customer expectations on the skills, culture and people requirements in the energy industry. 
I estimate these changes will possibly take a decade to flow through properly but for an industry that is used to stable, life-long careers, 40 year asset lifecycles and predictable technical solutions, this paper highlights the shift in mindset and culture required now to prepare for the future in the face of industry uncertainty.

A very thought-provoking article suggesting we are moving into an era where technology supports economic growth and production that will not produce alternative jobs.  This means economic growth shifts from being an economic problem to a political problem where jobs need to be replaced or supplemented by an alternative means of distributing access to products, services, lifestyle and meaning. ​

Dr John Kotter speaks about the significant difference between "change leadership" and "change management". 

Change management involves processes to control and contain change whereas change leadership is "putting an engine on the whole change process". and creating transformation. Change leadership allows for the messiness of change and harnesses the energy of people to innovate, solve complex problems and make a difference in the world in unexpected ways.

Kotter asserts that change leadership is a skill that is largely missing in the world.  Maybe this partly explains why attempts at transformation so often fail.