Renewable Energy Isn’t Chaos, It’s Strategy: Why Energy Companies Are Going Under and How to Prevent It

The renewable energy (RES) industry in Poland is experiencing dynamic growth, driven by climate regulations, growing environmental awareness, and the availability of financing. Installed renewable energy capacity has already exceeded 31.5 GW, and forecasts for the end of 2025 suggest 35 GW, representing over 45% of the country’s energy mix.

Despite impressive statistics, many companies operating in this sector will not survive the next two years. It is estimated that 20-30% of them could disappear from the market. The reason? Not the technology, but the lack of structured processes, an unclear business model, a chaotic organizational structure, and a lack of a strategy for retaining trained employees.

As a business consultant in the renewable energy sector and beyond, I observe this paradox closely. Companies with modern technological solutions often lack basic management mechanisms in place. They operate reactively, without a plan, leading to team overload, operational errors, and customer loss. However, success in renewable energy is not just about innovation; it’s about strategy.

The first pillar of a well-managed company is operational processes. In the renewable energy industry, these include system design, component procurement, installation, system commissioning, service, and monitoring. Standardizing these processes shortens implementation time, reduces errors, and improves service quality. Implementing quality control procedures, such as those compliant with ISO 9001, builds trust with customers and partners. Automating service requests and remote monitoring of installations allows technical teams to operate more efficiently and proactively.

The second area is sales and customer service processes. Lead generation, bidding, negotiations, contract signing, and after-sales support should be integrated within the CRM system. Companies that automate these activities increase conversion rates by up to 30%. Customers expect a quick response, transparent offers, and professional communication, which is only possible when processes are structured and scalable.

The third pillar is financial and administrative processes. Invoicing, payments, cost control, reporting, and liquidity management are areas that are often neglected. Meanwhile, a lack of financial control is the most common cause of business failure. In the first quarter of 2025, 405 restructuring proceedings were initiated in Poland, many of which concerned companies that had not implemented basic financial management tools.

The choice of business model is equally crucial. In renewable energy, the most common models are EPC (Engineering, Procurement, Construction), ESCO (Energy Service Company), PPA (Power Purchase Agreement), and SaaS (Software as a Service). Each model addresses different market needs and requires different competencies. Companies without a clearly defined operating model operate chaotically, which hinders scaling, attracting investors, and building a competitive advantage.

Another key element is organizational structure. Many renewable energy companies started as small teams, where everyone “does everything.” This only works initially. As they grow, the lack of structure leads to overload, decision-making delays, and team frustration. Implementing a functional structure with sales, operations, finance, and service teams allows for better KPI management, faster decisions, and greater transparency. This signals to investors that the company is professional and ready to scale. However, even the best structure is insufficient if it isn’t accompanied by a healthy organizational culture. Employees must feel they are part of something larger than just a project. A culture based on trust, open communication, and shared values ​​builds loyalty and commitment. Clear internal processes — onboarding, development paths, training systems, regular team meetings, and written job descriptions — ensure people know what is expected of them and what they can expect from the company. An employee who feels cared for doesn’t look for alternatives; they build that together with you. Retaining talent requires investing not only in salaries but also in a systemic approach to development and motivation. Example costs:

• Technical training: PLN 2,000-15,000/person per year
• CRM + ERP system: PLN 50,000-450,000
• Retention program (bonuses, gamification): PLN 1,000-8,000/person per year
• HR structure + onboarding: PLN 30,000-180,000

Companies that implement development paths, training systems, and a culture of appreciation see employee turnover reduced by up to 40%. It’s not a cost, it’s an investment in stability and quality.
Finally, it’s worth mentioning marketing. In renewable energy, marketing isn’t just advertising; it’s a way to communicate the company’s values. Structured processes and an organizational structure build customer trust, increase conversion, and facilitate the scaling of marketing activities. Companies that invest in a data- and process-based marketing strategy achieve up to 44% higher ROI on digital campaigns.

In summary: technology is only half the battle in renewable energy. The other half is management. Companies that want to survive and grow must invest in processes, structure, business model, people, and organizational culture. These aren’t “afterthoughts”; they’re the foundations that determine whether a company will be a leader in the energy transformation or just another subcontractor.