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For BP, the Gulf of Mexico oil spill crisis represents a danger and an opportunity.  The danger is that BP ignores the need for more stringent safety measures and repeats its costly mistake.  The opportunity is that it embraces a culture of safety and avoids future disasters.

Likewise, the Gulf crisis has offered dangers and opportunities for players operating in the renewable energy sector.  With governments poised to increase investments in developing safe, alternative sources of energy, there is no better time than now for companies such as Denmark’s Vestas Wind Systems to be in the burgeoning wind energy business.

But the danger for global industry leader Vestas is that strong industry growth lulls it into complacency.   Budgets can be readily hit without breaking a sweat and competitors can creep in unnoticed.  Already, China has 70 new wind turbine manufacturers with two ranked in the top five, while hungry players from Korea and India loom nearby.

To sit still and rely on its reputation as the biggest manufacturer in the industry to attract new business would be disastrous, as General Motors painfully learned this past decade in the North American automobile market.  What is needed is a sense of urgency, which is exactly what Sean Sutton, President of Vestas Asia Pacific intends to create.

“Our competitors are knocking on the door of the industry because they have seen the huge possibilities in renewable energy.  But we have a tremendous toolbox of capabilities and we will use it,” said Sutton at a recent leadership conference in Kuala Lumpur.  “If we are going to achieve our stretch global target of ‘Triple 15’ – 15 billion euro revenue, with 15% EBIT by 2015, we have to be very demanding.”

Believe him.  While dominating Asia Pacific markets, Vestas does not intend to rest on its laurels and ride the wave of market growth.  Sutton’s challenge is to re-energize his leadership team and leverage the full value of the Vestas brand, not just wind turbines.

For example, proper planning of power plant projects, procuring the right type of turbines, and assisting customers optimize energy yield over time.

“We want to make our competitors worry,” said Sutton.  “It is all about alignment, execution and great leadership to drive our broad range of offerings.”

Of particular importance is how Vestas aligns to strengthen customer satisfaction.  In an industry where tailoring products and services is critical to providing customers added value, it is essential to be flexible and know what customers want.

“We need to excel in three areas with our customers.  First, we need to deliver promised benefits.  Second, we have to provide our customers with the lowest cost per megawatt hour and third, we need to listen and be easy to work with.”

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