In order to meet its 2050 target of 80% carbon reduction, and hence evolve towards a more sustainable
energy future, the UK faces a significant challenge of restructuring its energy system, by demonstrating
more decentralised energy systems based not only on technological but also on more innovative
governance, financial and social approaches. Four exemplar international cases have been compared
and critiqued in order to demonstrate the variety and inter-relationship of the non-technical barriers
involved during their implementation. This study finds that the main non-technical barriers are not
necessarily financial, as is often believed. Governance barriers also play an important role in the success
or failure of a project. Social barriers such as public apathy and misinformation regarding energy
consumption also often affect the operation of a project. The impacts of the non-technical barriers on
the outcome of the four cases are also evaluated and recommendations are provided on overcoming
these barriers with regards replicating similar projects in the UK context. This work also provides
potentially valuable implications and learning for the innovative development and initiation of
renewable energy systems in a variety of countries and settings
