Emerging Markets Focus
As NOCs transform their business models and extend their international footprint, they will not only need to address leadership skills at all levels of the organisation but make sure they have the processes in place to embed the leadership capability in their company. The Accenture survey showed however that while most NOCs recognise the need for improved leadership skills, they have yet to develop programs to nurture them.
For example, the importance of leadership teams, as opposed to individual leaders, will dramatically increase in importance as NOCs optimise their businesses, and have to “get things done on a global scale”. “Today, NOC executive teams operate as homogeneous groups.
In the future, 100% believe that a team discipline will be paramount for success, and 50% believe that diversity in management will act as a strategic asset” (Accenture NOC Leadership Survey). Some of the changes will be difficult to adopt, as they may go against both the existing practices and culture of the company.
As NOCs change, they will need to offer a more structured career path and create a more dynamic working environment as a value proposition to future leaders. NOC executives will also need not only the skill but the “will” to be able to steer the company and the next generation of its leaders into the next phase of its development.
To fulfil their ambitions at home and abroad, many NOCs are already making incredible business transformations. Our survey found that generally, NOCs felt they were better prepared to handle today‟s challenges than those of tomorrow. If successful change is dependent on talent, then the journey starts here.
About the Authors
Johan Nell leads Accentures’s Upstream Oil and Gas Segment. He has worked in the resources environment for the past 20 years in operational and consulting roles and has delivered business improvement initiatives in the chemicals and petroleum, utilities, mining and heavy engineering industries. In his current role Johan is challenged with the task of directing Accenture’s global industry expertise to the challenges of upstream energy companies, creating and delivering capability in the strategy, operations and operational support domains.
johannes.nell@
accenture.com
Colin Sloman is a Senior Executive in Accenture’s London Office and part of Accenture’s Global Talent & Organisational Performance (T&OP) Leadership Team. Colin is responsible for leading the Energy Industry T&OP Service Line and the Global Culture practice. His industry experience spans Oil & Gas, Chemicals and Mining Industries. Colin is primarily focused on large- scale business change projects spanning Europe, Russia, Middle East, Africa, North America and Asia Pacific.
colin.sloman@
accenture.com
This article was produced with the assistance of Julie Adams (Accenture Research, and Matthew McGuiness, Accenture Media).
i “Demand for oil will keep rising, warns BP”, 20th January 2011, The Daily Telegraph, © 2011 Telegraph Group Limited, via Factiva ii “China's CNPC cuts 2011-2015 overseas investment plan”, 23 November 2010, Reuters News, (c) 2010 Reuters Limited, via Factiva iii “CNPC ups overseas oil production”, 24th December 2010, China Daily Information Company, copyright 2010 China Daily Information
Company via Factiva iv “Oil giant invests in social responsibility” 28 September 200, South China Morning Post, (c) 2009 South China Morning Post Publishers Limited, Hong Kong. All rights reserved, via Factiva
Drillers and Dealers :::
::: February 2011 Edition
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