We are proud to spotlight Dr. Lawrence Jones, Fellow, Royal Swedish Academy of Engineering Sciences, whose systems-thinking approach is reshaping how global decision-makers understand the relationship between energy, policy, and society.
His work has strengthened international dialogue, expanded public access to trusted knowledge, and advanced electricity diplomacy as a foundation for cooperation.
This coming February, he will join us at CHARGE North America 2026, where he will bring his insights to the stage and explore what visionary, human-centred energy leadership looks like for the decade ahead.
How has your systems-thinking approach helped connect energy, policy, and society?
My systems-thinking approach begins with the understanding that energy does not operate in isolation. It intersects with nearly every dimension of life, including education, health, water, finance, and governance. In my work, I focus on helping decision-makers see these intersections and act on them. Too often, technical planning and policymaking happen in separate silos. By applying hindsight, insight, and foresight, we can connect dots across sectors and across time. This allows leaders to make decisions that are informed by complexity and grounded in real-world context. In practical terms, this approach results in more inclusive planning, better risk management, and energy strategies that support both people and infrastructure.
What impact have initiatives like the Global Electrification Forum had so far?
The Global Electrification Forum was created as an open space for leaders and the public to engage with the energy transition. It reflects the belief that universal access to electricity begins with universal access to information. We designed the forum to make strategic dialogue more accessible and more transparent, especially for those who are often excluded from high-level discussions. It has enabled leaders from across geographies and sectors to share lessons, challenge assumptions, and surface new ideas. Over time, it has become a trusted venue for building alignment on critical issues such as resilience, investment, and equity. By widening access to trusted knowledge, it has helped more people contribute meaningfully to global energy conversations.
How does “electricity diplomacy” help build trust across nations and sectors?
Electricity diplomacy focuses on the relationships and coordination required to manage power systems across different national and institutional contexts. It brings together people from governments, utilities, financial institutions, and society to engage in direct and informed dialogue. In my work, I have seen that trust grows when conversations are ongoing, expectations are clear, and each participant understands the broader context. Electricity diplomacy supports this process by creating a structure for collaboration that is respectful, practical, and forward-looking. It helps reduce misalignment and supports shared decision-making, especially in regions where energy infrastructure, regulation, and investment are deeply interdependent.
What does good leadership in the energy transition look like to you?
Good leadership today requires intentionality, empathy, and the ability to navigate complexity without losing clarity. The most effective leaders are those who can intentionally demonstrate empathy and foster trust in uncertain environments. That trust comes not just from delivering results but from listening, adapting, and showing respect for different viewpoints. Strong leaders help others see the bigger picture and embrace lessons from the past, connecting technical issues to societal goals. They understand that systems are interdependent and that no single actor has all the answers. For me, leadership also means knowing when to step back and let others lead. It is about creating the conditions for collaboration, not control. The energy transition demands leaders who can bridge divides, respond with humility and foresight, and build coalitions that last.
What advice would you share with the next generation of energy innovators?
The challenges ahead will require more than technical solutions. My advice is to develop a systems and polymathic mindset early to strengthen your ability to think clearly, work across disciplines, and communicate with purpose. Focus on building brain capital. This includes cognitive agility, emotional intelligence, and the ability to collaborate in complex environments. These qualities will help you adapt, connect ideas, and lead with integrity. It is also important to understand the social, economic, and political contexts in which energy decisions are made. Innovation that lasts is rooted in relevance, trust, and a clear understanding of the needs, desires, and expectations of the people it is meant to serve.
Dr. Lawrence Jones exemplifies the clarity, foresight, and empathy that the sector urgently needs. His dedication to widening access to knowledge, strengthening global cooperation, and empowering emerging innovators is reshaping how the world approaches the energy transition. We are honoured to welcome him to CHARGE North America 2026 in February, where his perspective will continue to guide the industry toward more connected, collaborative, and human-centred energy system