Against the backdrop of global energy transition and accelerated digital transformation in the power industry

data has evolved from a mere operational byproduct to a core strategic asset that underpins the high-quality development of power enterprises. Currently

power enterprises worldwide are confronted with persistent challenges

including fragmented data silos across business systems

imperfect standardized data governance mechanisms

insufficient integration between data applications and core business scenarios

and ambiguous value realization pathways for data resources. These bottlenecks severely restrict the release of data value and impede the high-quality transformation and low-carbon development of the global power sector. Focusing on the full-lifecycle data assetization of power enterprises in the global context

this study systematically defines the theoretical connotations

classification criteria

and progressive value creation mechanisms of power data assetization. Based on frontier academic research and typical industrial practices from 2021 to 2026

this paper constructs a three-stage integrated implementation framework featuring "governance as the foundation

value mining as the core

and business integration as the extension". The effectiveness of the framework is empirically verified through in-depth case analyses of Germany's E.ON data lake renovation project

State Grid Corporation of China's big data center construction practice

and China Datang Corporation's digital energy transformation project

combined with a comparative study of advanced models adopted by power enterprises in the European Union and Australia. The results demonstrate that the proposed framework enhances E.ON's overall operational efficiency by 28%

boosts its annual incremental revenue from data-enabled services to 120 million euros

increases customer satisfaction by 32%

and reduces corporate carbon emissions by 35%; State Grid's data assetization strategy raises its grid operation accuracy by 35% and cuts equipment maintenance costs by 29%; Datang Group's digital transformation project improves its clean energy consumption rate by 24% and optimizes operational costs by 18%. Meanwhile

a horizontal comparison indicates that power enterprises implementing standardized data assetization strategies achieve an average data value conversion rate 2.3 times higher than those relying on traditional experience-based management models. This study identifies two core innovative directions: the standardized integration of multi-dimensional power data in compliance with international energy data norms

and the strategic transformation of internal data departments from cost centers to profit-oriented business units. By summarizing replicable practical experience from leading global and Chinese power enterprises

the conclusions provide feasible theoretical guidance and actionable implementation pathways for power companies to optimize daily operations

achieve low-carbon development goals

and enhance core competitiveness

which is highly consistent with the global strategic requirements for building modern low-carbon energy systems and intelligent power grids.