Alboran Energy Strategy Consutlatns

Clockspeed Accelerators

  • Clockspeed Analysis & Benchmarking

    Clockspeed Analysis & Benchmarking

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    For optimum performance, your corporate clockspeed must adapt to, and synchronize with, the speed of change in the external business environment. Your company’s corporate clockspeed settings can be benchmarked relative to your peer group compet itors using Clockspeed Accelerators™. Our clockspeed benchmark reveals which corporate levers need adjustment to enhance your performance. The three levers that control your corporate clockspeed are productivity, reliability, and profitability.

    Clockspeed Accelerators™ is based on research published and validated in the peer-reviewed scholarly domain. It has been applied successfully to benchmark the relative performance of Oil Majors, Independents, National Oil Companies, Natural Gas Transmission Companies and Energy Utilities.

    In this issue:

    1. Competitive Advantage from an E&P Clockspeed Accelerator
    2. Critical Drivers of Exploration and Production Clockspeed
    3. Accelerating the three dimensions of E&P Clockspeed – A novel strategy for optimizing utility in the Oil & Gas industry
    4. Guidelines for Clockspeed Acceleration in the US natural gas transmission industry

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  • Critical Drivers of Exploration and Production Clockspeed

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    Ruud Weijermars

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    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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  • Accelerating the three dimensions of E&P clockspeed – A novel strategy for optimizing utility in the Oil & Gas industry

    Written by

    Ruud Weijermars

    on

    in

    As the global Oil & Gas Industry enters its third, late lifecycle stage (outlined in the introduction of this study), new strategies and conceptual tools are needed to postpone – or reverse – the decline of the E&P industry. The problem is this: the late lifecycle is principally heralded by limited supply due to finite hydrocarbon reserves, while energy demand soars as world population and the global economy continue to grow. This study therefore proposes a framework through which an E&P company can critically assess its capability in accelerating lag-time between exploration and production. (more…)

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