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This case was developed from secondary sources. The secondary sources included news reports, industry reports, company websites, annual reports and company websites.

The case discusses the comprehensive renewable energy transition strategy that Lynn J. Good (Good), CEO and President of Duke Energy and the Chairman of its Board, was undertaking. In September 2019, Good revealed a new climate plan aimed at achieving net-zero carbon emissions with zero methane emissions from natural gas operations by 2030 and zero carbon emissions from electricity generation by 2050. Duke Energy is a Fortune 150 company headquartered in Charlotte, North Carolina and one of the major energy generation companies in the USA with two reportable business segments – Electric Utilities and Infrastructure (EU&I) and Gas Utilities and Infrastructure (GU&I). Good targeted interim carbon emission reduction targets of at least 50% from electric generation by 2030, 50% for Scope 2 and some Scope 3 upstream and downstream emissions by 2035 and 80% from electric generation by 2040. To achieve this, she invested in large electric grid upgrades and energy storage, as well as in research on zero-emission power generation technologies including hydrogen and advanced nuclear technologies. She helped update the grid system and improved customer experience. As part of the revamped climate strategy, Good invested in crucial energy infrastructure and improved affordability of electricity for customers, especially in the North Carolina region. Despite her efforts at curbing emissions, Good faced criticism from various quarters. This included criticism of Duke’s carbon-cutting plans in 2022 in its core North and South Carolina service zones. The company also faced charges of environmental pollution. Its 2024 strategy, which aimed to address a projected increase in demand for electricity using natural gas plants capable of running on hydrogen, was also met with skepticism by industry groups, advocates, activists and local governments.

Good had to face the conflict between environmental ambitions and technological realities that highlighted the difficulties in transitioning to a cleaner energy future. It remained to be seen whether she would be able to successfully navigate the various hurdles and help Duke Energy reach its 2030 emission targets.

This case was written for use in teaching graduate and postgraduate management courses in entrepreneurship and economics, politics and business environment.

Science fiction analogies have been shown to be an effective vehicle for disseminating scientific knowledge and building a better understanding of scientific principles. Toward this end, this study aims to use the Star Trek universe as a lens in an effort to remove barriers to understanding the science of service research.

This study synthesizes research on using science fiction narratives in sparking dialogue within and beyond scientific communities, draws parallels between the Star Trek universe and the service research domain and uses these insights to identify pertinent ways forward.

In the service research domain, science fiction analogies and dramaturgical metaphors can challenge researchers to reflect beyond the domain’s traditional boundaries. In fact, the Star Trek universe lends itself as visionary backdrop to assess leadership principles, understand the evolution of scientific paradigms and inspire future service research.

This article contributes to the service research literature by introducing the notion of drawing on science fiction analogies to facilitate key dialogues in a scientific context and demonstrates how such analogies can be used to provide guidance in moving the service research discipline forward.