The Final Frontier: E&P's Low-Cost Operating Model

The Final Frontier: E&P's Low-Cost Operating Model
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THE BOOK FOR EVERY TEACHER WHO HAS EVER BEEN FRUSTRATED BY THE DECISIONS MADE OUTSIDE THEIR SCHOOL THAT AFFECT THE STUDENTS INSIDE THEIR SCHOOL. How to Be Heard offers every teacher 10 ways to successfully amplify his or her voice, and demonstrates that when teachers' voices are heard, they will be rightfully recognized and supported as change leaders in their schools. Celine Coggins, a renowned teacher advocate, offers nuts-and-bolts strategies that are recognized as the "price of admission" to becoming a credible and welcomed participant in important policy conversations and decisions. The author clearly demonstrates that it is not only possible for teachers to initiate change, but to also effectively participate on the policy playing field. In ten clear chapters, the author demonstrates how teachers can and must advocate for their students and their profession. Throughout this book Coggins proves that "If you're not at the table, you're on the menu." This how-to guide is filled with concrete ideas for engaging in productive decision-making, using real-world examples from teachers who have successfully used these strategies.

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Pettit Justin. The Final Frontier: E&P's Low-Cost Operating Model

Acknowledgments

Abstract

CHAPTER 1. Introduction

A VITAL INDUSTRY

WHAT NOW?

INDUSTRY EVOLUTION

TEN REASONS TO UPDATE YOUR OPERATING MODEL

E&P NEEDS A NEW AGENDA

CHAPTER 2. The New Agenda

UPSTREAM COST TRANSFORMATION

“CUT COSTS AND GROW STRONGER”

E&P CAPABILITIES

RESOURCE‐BASED KEY CAPABILITIES

CHAPTER 3. E&P Operating Model Redesign

INTERNAL OPERATING MODEL

BUSINESS DELINEATION AND PERFORMANCE MEASUREMENT

ORGANIZATION STRUCTURE, CAPABILITIES, AND WORKFLOWS

OPERATIONS MANAGEMENT PROCESSES

DELEGATION OF DECISION RIGHTS

INFORMAL SOCIAL NORMS AND CORPORATE CULTURE

IMPLICATIONS OF INDUSTRY EVOLUTION

BUSINESS MODEL CONSIDERATIONS

CHAPTER 4. PMI and Other Event‐Driven Redesigns

THE SEARCH FOR A PERFECT OWNERSHIP MODEL

PREPARING TO GO PUBLIC

KEY SUCCESS FACTORS

EVENT‐DRIVEN REDESIGN

CHAPTER 5. National Oil Company Considerations

NATIONAL OIL COMPANY CONTEXT

SOVEREIGN AND NATIONAL OIL COMPANY STRATEGIES

BUSINESS MODEL IMPLICATIONS

CHAPTER 6. Collaborative Operating Models

WHO USES JOINT VENTURES?

JOINT VENTURE STRATEGIC INTENT

JOINT VENTURE VALUE AND VALUATION

DEAL STRUCTURE

JOINT VENTURES IN PRACTICE – THE “HOW”

CHAPTER 7. Financial Implications

FINANCIAL STRATEGY AND POLICY

HEDGING AND TRADING

Glossary of Terms

OTHER USEFUL LINKS

Works Cited

About the Author

Index

WILEY END USER LICENSE AGREEMENT

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I wish to thank the many people with whom I have had the pleasure of working over the past many years, for kindly providing the impetus, expertise, and resources to produce this book, especially my former partners and colleagues from Booz, UBS, and Stern Stewart & Co. I would also like to thank my previous editors, including David Champion, Don Chew, Art Klein, and Krista Pettit, for teaching me not to write like a scientist.

However, the views expressed herein are solely my own. Moreover, any errors or omissions are strictly my own.

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2. What to do differently (i.e., defining the operating model)

The first question (i.e., the “what”) establishes a strategic agenda, and relates to choices in terms of the corporate and business unit strategies, asset portfolios, and business models. Setting the strategic agenda demands choices about what businesses to be in and what assets to own. Perhaps more importantly, the strategic agenda must establish in which “key capabilities” to invest and which activities to “in‐source.” It is impossible to be “world‐class” in every capability – every aspect of activity of the business and therefore critical choices must be made.

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