Читать книгу The Final Frontier: E&P's Low-Cost Operating Model - Pettit Justin - Страница 5

This book guides the reader through the redesign elements for the internal operating model of an enterprise in the oil and gas sector – including integrated oil companies (IOCs), majors and independents, national oil companies (NOCs), and services companies in the upstream supply chain. For simplicity, this book references these companies as Exploration and Production (E&P) companies.

A culmination of disruptive forces and evolutionary change in the oil and gas industry has conspired together to make the case for a new low‐cost operating model. The industry has experienced tremendous evolution in terms of: our understanding of the underlying global resource base, the nature of its ownership and principal stakeholders, technologies and methods for resource development, and economics and business models. While companies have been very focused on cost and productivity, beyond incremental accommodations to change, there has been little effort to redesign and transform internal enterprise operating models. Moreover, unlike other industries that have undertaken operating model transformations in response to disruptive industry forces, upstream companies rarely undertake operating model change on a systematic or enterprisewide basis, except post‐merger integrations.

The industry has made great strides, but now must sort through:

• What different to do

• How to do it differently

Operating models and operational excellence must now be on everyone's agenda – changes can yield profound cost savings and operating efficiencies. However, change is much easier to plan than to implement, and operating model redesign is rarely executed on an organizationwide basis.