Shale gas has been hailed as the next energy revolution, but is controversial for its uncertain economics and feared environmental impacts. Ruud Weijermars and Crispian McCredie, Alboran Energy Strategy Consultants, explain why European shale gas development is likely to be led by Warsaw and not Brussels. (more…)
Oil & Gas Business
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Assessing shale gas potential
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Building Corporate IQ – Moving the Energy Business from Smart to Genius
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…
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Clockspeed Analysis & Benchmarking
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:
- Competitive Advantage from an E&P Clockspeed Accelerator
- Critical Drivers of Exploration and Production Clockspeed
- Accelerating the three dimensions of E&P Clockspeed – A novel strategy for optimizing utility in the Oil & Gas industry
- Guidelines for Clockspeed Acceleration in the US natural gas transmission industry
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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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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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