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Full Description
The energy industry's accelerated evolution requires visionary change The Final Frontier parses the evolution of the oil and gas sector to map out a plan for going forward. The global energy industry is huge, and it is in disarray; between low oil and gas prices, climate change, rising development costs, and ever-mounting regulations, the need for change has been made crystal clear—but planning is much easier than implementation, and stasis is not progress. This book shows how redesigning internal operating models can bring about the necessary change in the implementation of upstream capabilities-driven strategies. From integrated, national, major, and independent oil companies, to the service companies in the upstream supply chain, there isn't an enterprise in the sector that cannot benefit from reduced costs and increased efficiency. Knowing that change is necessary is not enough—this book shows you what to change, and how to change it to get off the treadmill and start moving forward.
With expert guidance through each redesign element, this insightful guide provides more than simply ideas: it provides real, practical guidance on transforming operations to keep pace with the changes and create lasting advantage.
Identify the most relevant organizational capabilities for your resource portfolio, as well as the changes that can translate into savings and efficiency
Build a workable plan for real-world implementation
Redesign the operating model most suited to the needs of your business on an organization-wide basis
Learn what to do differently and how to do it differently
The energy industry has made great strides: our understanding of the global resource base, the nature of ownership and principal stakeholders, new technologies for resource development, and our economics and business models have all undergone a tremendous revolution, but now the more difficult—and more valuable—task begins. The Final Frontier helps you navigate the future and implement the changes necessary to avoid getting left behind.
Contents
Acknowledgments ix
Abstract x
Chapter 1 Introduction 1
A Vital Industry 2
What Now? 3
Industry Evolution 6
Ten Reasons to Update Your Operating Model 9
E&P Needs a New Agenda 19
Notes 20
Chapter 2 The New Agenda 23
Upstream Cost Transformation 24
"Cut Costs and Grow Stronger" 30
E&P Capabilities 34
Resource-Based Key Capabilities 45
Notes 49
Chapter 3 E&P Operating Model Redesign 51
Internal Operating Model 55
Business Delineation and Performance Measurement 56
Organization Structure, Capabilities, and Workflows 66
Operations Management Processes 74
Delegation of Decision Rights 75
Informal Social Norms and Corporate Culture 77
Implications of Industry Evolution 80
Business Model Considerations 83
Notes 85
Chapter 4 PMI and Other Event-Driven Redesigns 87
The Search for a Perfect Ownership Model 89
Preparing to Go Public 91
Key Success Factors 92
Event-Driven Redesign 94
Note 95
Chapter 5 National Oil Company Considerations 97
National Oil Company Context 98
Sovereign and National Oil Company Strategies 103
Business Model Implications 109
Notes 114
Chapter 6 Collaborative Operating Models 117
Who Uses Joint Ventures? 118
Joint Venture Strategic Intent 122
Joint Venture Value and Valuation 124
Deal Structure 127
Joint Ventures in Practice—The "How" 132
Notes 141
Chapter 7 Financial Implications 143
Financial Strategy and Policy 145
Hedging and Trading 155
Notes 168
Glossary of Terms 171
Other Useful Links 171
Works Cited 172
About the Author 178
Index 179
