Over the past decade, water and wastewater utilities have made significant strides in modernizing their infrastructure. Foundational tools like SCADA, GIS, asset management systems and smart metering are now standard in many operations.
Yet, as we talk with utility leaders across the sector, a clear shift is emerging: the conversation is moving from technology deployment to value realization. How are water and wastewater utilities moving beyond basic digital adoption to realize measurable operational value from their technology investments?
In our experience working alongside utilities, the answer lies not in acquiring more technology, but in connecting fragmented data, preparing the workforce for increasingly digital operations, and identifying highly practical applications for artificial intelligence.
As utilities navigate aging infrastructure, evolving regulatory requirements, and funding constraints, the next phase of digital transformation in water utilities must focus on measurable operational impact.
Breaking Down Data Silos to Unlock Value
One of the most consistent challenges we see in partnership with utility operators is the fragmentation of data. A utility might have state-of-the-art smart meters, a robust GIS platform and advanced SCADA systems, but if these systems cannot communicate, their value remains limited. The organizations making the most progress on this front have typically prioritized integration over new acquisitions. By breaking down water data silos, utilities can create a unified view of their network.
This holistic visibility allows operators to move from reactive maintenance to predictive strategies, identifying potential leaks or system failures before they escalate. For example, integrating flow data with billing systems can dramatically improve the identification of non-revenue water. Given the complexity of managing aging infrastructure under tight budgets, maximizing the use of existing data is a highly effective starting point for operational modernization.
Workforce Readiness and Change Management
The barriers to digital value realization are often human and organizational rather than technological. As experienced operators retire, utilities are losing the deep institutional knowledge that has historically guided how systems are run.
Digital tools can help capture and institutionalize this knowledge, making good operational judgment more repeatable for the next generation of workers. However, this transition requires a deliberate focus on workforce readiness and change management. What we have seen in markets where digital adoption succeeds is a commitment to bringing the water utility workforce along on the journey. When operators are trained and empowered to use new digital tools, technology becomes an enabler of their expertise rather than a replacement for it. Building a resilient workforce means investing in the people who run the systems just as heavily as the systems themselves, ensuring they have the confidence to leverage new insights.
Practical AI and Navigating Pressures
As artificial intelligence dominates broader technology discussions, utility leaders are rightly asking where AI fits into their operations.
Rather than pursuing AI for its own sake, the most effective approaches we have observed focus on highly practical applications of AI in water management. This might mean using machine learning algorithms to optimize pump scheduling for energy efficiency or deploying AI-enabled controls to manage treatment processes more precisely. These targeted applications are particularly valuable as utilities navigate evolving regulatory requirements and funding pressures.
When capital is constrained, digital investments must demonstrate clear, near-term returns. Practical AI applications that reduce energy consumption, minimize water loss, or streamline compliance reporting offer the measurable operational impact that utility leaders require today. Furthermore, demonstrating these efficiencies can strengthen a utility’s position when applying for infrastructure grants or federal funding.
Moving Forward Together
The next phase of digital transformation is undoubtedly complex, but it is also incredibly promising. Water and wastewater professionals are doing extraordinarily important work under real constraints, balancing the need for innovation with the mandate for reliability. By focusing on data integration, workforce empowerment, and practical applications, utilities can unlock the full value of their digital investments.
In our experience, the organizations that navigate this transition most successfully are those that view technology as a tool to elevate their people, optimize their existing resources, and ultimately deliver safer, more reliable service to their communities. As we look to the future, the path forward is about turning digital potential into everyday operational reality.
Meredith Emmerich leads Xylem‘s global Measurement & Control Solutions (MCS) segment. She joined Xylem in October 2024, having led Xylem’s global business serving customers across commercial buildings, industrial, residential and agricultural markets. She has more than 20 years of leadership experience across industrial, commercial and technology-driven businesses.
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By Meredith Emmerich
Over the past decade, water and wastewater utilities have made significant strides in modernizing their infrastructure. Foundational tools like SCADA, GIS, asset management systems and smart metering are now standard in many operations.
Yet, as we talk with utility leaders across the sector, a clear shift is emerging: the conversation is moving from technology deployment to value realization. How are water and wastewater utilities moving beyond basic digital adoption to realize measurable operational value from their technology investments?
In our experience working alongside utilities, the answer lies not in acquiring more technology, but in connecting fragmented data, preparing the workforce for increasingly digital operations, and identifying highly practical applications for artificial intelligence.
As utilities navigate aging infrastructure, evolving regulatory requirements, and funding constraints, the next phase of digital transformation in water utilities must focus on measurable operational impact.
Breaking Down Data Silos to Unlock Value
One of the most consistent challenges we see in partnership with utility operators is the fragmentation of data. A utility might have state-of-the-art smart meters, a robust GIS platform and advanced SCADA systems, but if these systems cannot communicate, their value remains limited. The organizations making the most progress on this front have typically prioritized integration over new acquisitions. By breaking down water data silos, utilities can create a unified view of their network.
This holistic visibility allows operators to move from reactive maintenance to predictive strategies, identifying potential leaks or system failures before they escalate. For example, integrating flow data with billing systems can dramatically improve the identification of non-revenue water. Given the complexity of managing aging infrastructure under tight budgets, maximizing the use of existing data is a highly effective starting point for operational modernization.
Workforce Readiness and Change Management
The barriers to digital value realization are often human and organizational rather than technological. As experienced operators retire, utilities are losing the deep institutional knowledge that has historically guided how systems are run.
Digital tools can help capture and institutionalize this knowledge, making good operational judgment more repeatable for the next generation of workers. However, this transition requires a deliberate focus on workforce readiness and change management. What we have seen in markets where digital adoption succeeds is a commitment to bringing the water utility workforce along on the journey. When operators are trained and empowered to use new digital tools, technology becomes an enabler of their expertise rather than a replacement for it. Building a resilient workforce means investing in the people who run the systems just as heavily as the systems themselves, ensuring they have the confidence to leverage new insights.
Practical AI and Navigating Pressures
As artificial intelligence dominates broader technology discussions, utility leaders are rightly asking where AI fits into their operations.
Rather than pursuing AI for its own sake, the most effective approaches we have observed focus on highly practical applications of AI in water management. This might mean using machine learning algorithms to optimize pump scheduling for energy efficiency or deploying AI-enabled controls to manage treatment processes more precisely. These targeted applications are particularly valuable as utilities navigate evolving regulatory requirements and funding pressures.
When capital is constrained, digital investments must demonstrate clear, near-term returns. Practical AI applications that reduce energy consumption, minimize water loss, or streamline compliance reporting offer the measurable operational impact that utility leaders require today. Furthermore, demonstrating these efficiencies can strengthen a utility’s position when applying for infrastructure grants or federal funding.
Moving Forward Together
The next phase of digital transformation is undoubtedly complex, but it is also incredibly promising. Water and wastewater professionals are doing extraordinarily important work under real constraints, balancing the need for innovation with the mandate for reliability. By focusing on data integration, workforce empowerment, and practical applications, utilities can unlock the full value of their digital investments.
In our experience, the organizations that navigate this transition most successfully are those that view technology as a tool to elevate their people, optimize their existing resources, and ultimately deliver safer, more reliable service to their communities. As we look to the future, the path forward is about turning digital potential into everyday operational reality.
Meredith Emmerich leads Xylem‘s global Measurement & Control Solutions (MCS) segment. She joined Xylem in October 2024, having led Xylem’s global business serving customers across commercial buildings, industrial, residential and agricultural markets. She has more than 20 years of leadership experience across industrial, commercial and technology-driven businesses.
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