Executive Guide to Preventing Costly Crises Building Corporate IQ – Moving the Energy Business from Smart to Genius gives a clear outline of organizational intelligence and provides a framework for practitioners of good leadership. The synthesis starts with an overview of the fundamental skills and competencies mastered by leaders and team members in organizations. Building Corporate IQ – Moving the Energy Business from Smart to Genius also includes a corporate IQ test that is designed to help leaders gain insight into how their organization can stay at the competitive frontier. Illustrated with case studies from the energy sector, Building Corporate IQ – Moving the Energy Business from Smart to Genius explains the guiding principles of organizational learning, with the goal of developing better organizational intelligence. It is intended as an indispensable guide for managers at all levels to help them meet and recognize new challenges in the corporate innovation process. “For the third millennium, with the increase in depersonalized electronic communication, business leaders, especially in the energy industry, must quickly develop organizational intelligence in their organizations to survive. This book sets out the modus operandi.” Crispian McCredie, former Managing Director…
(more…)Ruud Weijermars
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Building Corporate IQ – Moving the Energy Business from Smart to Genius
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Guidelines for clockspeed acceleration in the US natural gas transmission industry
This study presents the clockspeed analysis of a peer group comprising six major integrated US energy companies with substantial US interstate natural gas pipeline business activities: El Paso, Williams, NiSource, Kinder Morgan, MidAmerican and CMS Energy. For this peer group, the three clockspeed accelerators have been benchmarked at both corporate level and gas transmission business level, using time-series analysis and cross-sectional analysis over a 6-year period (2002–2007). (more…)
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Critical Drivers of Exploration and Production Clockspeed
The performance of oil and gas companies takes place in a highly competitive market where everything is related to timing. In a bull market, companies that respond the fastest to internal and external signals of growth opportunities can take measures to further accelerate their growth. In a recessional market, companies can prevent overly steep deceleration of their business size by taking adequate action to adjust the company to the changed outlook without undue delay. Response time and timely measures are crucial for best-in-class performance, which is the result of supreme clockspeed management. Individual companies can perform better than others by monitoring the critical settings of their clockspeed and by rapidly synchronising their accelerators with the business environment when appropriate. In this article, the critical drivers of exploration and production (E&P) clockspeed and specific actions for clockspeed synchronisation and optimisation at individual companies are outlined.
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CLOSING COMMUNICATION GAPS CAN IMPROVE THE SUCCESS OF OIL & GAS VENTURES
For nearly a century, National Oil Companies (NOCs) and International Oil Companies (IOCs) have jointly executed the challenging task to match the global energy supply and demand schedules. Increasingly, IOCs struggle for access to reserves, controlled by NOCs, as follows from an inventory of the regional spread of reserves. The global increase in energy demand and unequal access to reserves has an important consequence: negotiations and relation management involve mutual stakes higher than ever before. This situation implicates that even the smallest flaw in effective communication between stakeholders (professionals, companies and governments) may result in an adverse impact on the outcome of the business cooperation – causing loss of business value. Communication between people in the international Oil & Gas business involves professionals that are naturally endowed with not only a range of human emotions but they also come from a diversity of cultures. The impact of cultural diversity on business efficiency is certainly not new to the Oil & Gas business, but still intensifies due to globalization. Nonetheless, the interaction between social groups and proper management of human emotions is often neglected in an industry already dominated by formidable technical challenges that require stout determination to overcome.
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