This North American leading service provider to the oil and gas fields identified a need to develop leaders within their organization to support its history of steady growth and financial discipline into the future.
Primarily due to the acquisitions made as part of their growth model, the organization was not aligned into one cohesive unit, despite several attempts to integrate systems and processes. Each of the Global Business Units operated in silos, with inadequate communication and alignment between each other and the Corporate Office.
A Performance Leadership Program was designed and implemented. This program involved four offsite sessions, supported by one on one executive coaching with over thirty participants.
The Leaders selected to participate in the program were charged with identifying the company’s greatest issues and developing Action Teams to identify the gap between current and Ideal state, develop a plan of action to improve, and design and present a compelling business case for why the company should or should not take the required actions to implement the proposed improvements.
Technology was highlighted as an issue, as the company wanted to confirm their view that they were industry leaders in adopting new technological advances and processes into their operations. A team was struck to serve as the “Voice of the Customer” identifying the needs and desires of the marketplace, and how those needs were being served compared to competing firms in the same market space.
The Company viewed themselves as industry leaders in incorporating emergent technologies such as automation, walking systems, gas engines, and cutting edge transport and rig up processes. Despite these advances, market share has declined over several years for several key Business Units.
There was no existing process in place to effectively market the technological advantages offered, nor was there a formal system to gauge feedback from the market on the value they placed upon new technologies and capabilities. No process had ever taken place to measure the fleet vs the entire market in terms of technical capabilities, geographical saturation, or customer perception.
Furthermore, no coordinated effort had been developed to share knowledge and expertise throughout the company.
Industry databases were purchased and utilized to develop the first comprehensive capabilities study of fleet technological capability vs. competition.
Preliminary findings from their United States Business Units showed substantial disconnects on depth capabilities and geographical saturation of several key and emerging markets. The US based Business Units represented less than a 3% share of the overall market, with most of their rigs in three territories, with less than a 10% share of the remaining eight US territories.
Surveys were conducted with key customers to gain insight into their perception of the company’s technological capabilities versus their competition.
Feedback from both the capabilities study and the surveys confirmed value to innovations brought to market but highlighted several key opportunities for improvement. The team planned to develop platforms to market positive feedback and drive strategic analysis of negative feedback.
A knowledge sharing platform was developed and implemented for all Business Units to benefit from the inherent wisdom within the company. Webinar sessions have been presented and recorded to provide a resource library both internally and eventually to the marketplace.
