Using a complete understanding as the basis for growth
Deploying an experienced, multidiscipline practitioner team, we helped a FTSE 100 E&P company understand the organisational capabilities required to deliver a new transformative strategy and known strategic options.

Objective - To assess capability against a known strategy
When the board approached us, the organisation understood its current priorities and strategy over a defined time horizon. However, there was a lack of visibility into how prepared the organisation was to make this vision a reality.
We developed a plan for a comprehensive review, to consider:
• Organisational structure
• Skills and capability
• Management processes and systems
• Locations
• Culture
Our aim was to assess each of these areas against known and significant growth opportunities. We also assessed the organisation’s agility to manage new growth opportunities as they materialised.

Solution - The external perspective of practitioners with first-hand experience
Following an initial assessment, we deployed a team with capabilities that crossed asset management, developments, operations, supply chain and organisational effectiveness.
Our team conducted extensive interviews with key personnel, covering 20% of staff from head office and international operating locations. Through these interviews, we could elicit current operating norms and how they may need to evolve to support a revised strategy.

Exploring the context around the operating model
As we aligned ourselves with the company and its assets, our senior practitioners determined that:
• The company was transitioning to become a lean production operator
• The new organisational model and operating principles were congruent with the revised corporate strategy
• The corporate and national culture would significantly impact how and where tasks were completed
• Key organisational tactical anchors could support new ways of working

Outcomes - Turning perspective into practical recommendations
Drawing from our experience in operations management, we made a series of valuable recommendations.
We defined a base case organisational design including the responsibilities and accountabilities of key positions. We also described a success case for organisational development.
Crucially, our recommendations covered organisational design and planning, support and communication across the entire E&P lifecycle – from new business and exploration to development and mature field production.
For the board, the executive and individual contributors, our support fostered greater clarity on organisational priorities, risks and options, empowering everyone to support and deliver the company’s new strategy.