In response to the overbuilding of power sector infrastructure in the 1970s and 1980s, which led to $100 billion in abandoned projects, integrated resource planning (IRP) has evolved away from utility-centric planning that focused on major generation investments toward a customer-focused approach. In an address to the Minnesota E-21 Initiative, Jim Lazar highlighted experiences in the Pacific Northwest, New York, Vermont, and Hawaii that exemplify the progression of and the current, leading edge IRP practices. He explores the role of customer generation, inclusion of non-energy benefits, use of geographic nodal targeting of efficiency to address transmission and distribution constraints, and the integration of high levels of variable renewable energy resources.