http://www.booz.com Oil & Gas RSS feed from Booz & Company. Tue, 07 Feb 2012 22:19:57 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd The enormous popularity of tablet computers among consumers is forcing enterprises of all sizes to accept them as part of their technology arsenal as well. Much of this activity has been driven from the top down, beginning with top executives and board members of large enterprises, but that will likely change soon, as the productivity gains from new ways of using the devices become clearer. Appling, George Thu, 19 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50103490?gko=3d6fd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 As technology projects increase in complexity, public and private organizations are searching for new mechanisms to control their costs and ensure systems deliver what they need. In doing so, they should go beyond the traditional project management office and consider a strategic implementation office, which extends the scope of oversight and is thus able to prevent common pitfalls before they occur. Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Naamani, Mohamad Mon, 09 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50066231?gko=ae824 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060996?gko=8a78e Never has the old adage that "the only certainty is uncertainty" been truer for the energy sector. Never has the old adage that "the only certainty is uncertainty" been truer for the energy sector. In the past 12 months, the strong emphasis on green energy evaporated as country after country withdrew support for renewables, while natural gas took center stage. Japan's Fukushima earthquake tainted the prospects for nuclear energy, and oil remains extremely sensitive to ongoing price volatility and supply uncertainty. All these factors will contribute to the uncertainty with which companies in the energy sector will have to cope in 2012. Click, Christopher; Clyde, Andrew; Doshi, Viren Thu, 05 Jan 2012 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50060996?gko=8a78e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 Private-sector companies in GCC countries have an opportunity to address several pressing issues, including nationalization imperatives, local unemployment, and their own talent gaps, by attracting more national women into their workforce. Hoteit, Leila; Shehadi, Ramez; Lamaa, Abdulkader; Tarazi, Kamal Tue, 20 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50041441?gko=dbb48 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems. Friedrich, Roman; Gröne, Florian; Koster, Alex; Le Merle, Matthew Tue, 13 Dec 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50030291?gko=79493 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 В предыдущих отчетах по исследованию цикла «Глобальные лидеры инноваций» (Global Innovation 1000) мы видели, что компании, ориентирующиеся на разработку самых передовых продуктов и услуг, можно отнести к одной из трех основных моделей стратегии развития инноваций: «выявление новых потребностей» (Need Seekers), «понимание рынка» (Market Readers), и «технологическое лидерство» (Tech Drivers). В этом году в нашем седьмом ежегодном отчете по проведенному исследованию 1000 крупнейших в мире компаний по инвестициям в исследования и разработки основное внимание уделяется взаимосвязи между тремя моделями стратегии, культурой и организацией и финансовыми результатами. Основной вывод состоит в том, что корпоративная культура принципиально важна для успешности инноваций, и ее воздействие на эффективность деятельности может быть измерено. Jaruzelski, Barry; Loehr, John Tue, 25 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/50099720?gko=f24f0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world's 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization -- and their effect on companies' alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable. Jaruzelski, Barry; Loehr, John Mon, 24 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49867677?gko=3607a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 Booz & Company, Korn/Ferry International, and the Association of National Advertisers (ANA) recently conducted a survey of 350 senior marketing professionals across many industries to find out how the role of marketing is evolving. This Leading Research presents the findings and our analysis. Pandit, Yogesh; Ripsam, Thomas Wed, 12 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49841949?gko=7fde1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd Booz & Company and Buddy Media recently conducted a survey of North American marketers to learn more about how companies are embedding social media into their marketing organizations and activities. This Leading Research summarizes the results of that survey. Premo, Karen; Vollmer, Christopher Tue, 04 Oct 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49820007?gko=df5dd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f Many business transformation programs entail developing new capabilities that have a substantial IT component. A critical success factor for the transformation program is the adoption of the new capabilities (including technology) by users. A business value realization (BVR) program preps users to accept, absorb, and adopt new capabilities, and ensures management understands and supports the level and type of preparation that's needed. Nair, Ramesh; Pillai, Manoj; Nayar, Ajay; Kumar, Shivani Wed, 21 Sep 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49794335?gko=7268f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49740314?gko=11b13 A new study shows how the decisions made today by goods producers and policymakers will shape U.S. competitiveness tomorrow. Kaushal, Arvind; Mayor, Thomas; Riedl, Patricia Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49740314?gko=11b13 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f Certain companies are singularly adept at adapting their business to create and sustain value over time, but most are not. It's here that the example of top-tier private equity (PE) firms can be illuminating and useful. In this Perspective we explore seven private equity lessons that public companies can apply or adapt. Couto, Vinay; Divakaran, Ashok; Hawkes, Harry; Caglar, Deniz Tue, 23 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49704545?gko=62c5f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49690921?gko=7205d National oil companies and companies in other carbon-intensive industries, such as chemicals and utilities, can not only profit from returns on investments in energy efficiency; they can also improve their image, access carbon finance, and contribute to the long-term competitiveness of fossil fuel resources and hydrocarbon-based products and services. El Sayed, Tarek; Fayad, Walid; Lavery, Greg; Monette, Simon-Pierre Thu, 18 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49690921?gko=7205d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 Leading companies are capturing scale from transactional activities and developing advantaged capabilities using marketing shared services--a coordinated, consistent, and collaborative approach to their marketing service delivery model. This Perspective outlines a four-step program that companies can apply to avoid pitfalls and adopt best practices as they adopt or expand their marketing shared services model. Kapoor, Namit; Landry, Edward; Ripsam, Thomas Tue, 02 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49651182?gko=0c394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 To create successful partnerships, an IT project sourcing strategy should answer three critical questions: What is the desired target or result for the project? Who should the organization partner with to deliver results? How should a partner be selected? Bitar, Jad; Shehadi, Ramez; Tohme, Walid; Ramamoorthy, Chandrasekar Mon, 01 Aug 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49639031?gko=d6c01 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 This Perspective outlines the tools most likely to form the basis of an external innovation capability, and details the questions that Chief Innovation Officers will need to answer in order to develop a business plan that can be presented to the entire executive team. Le Merle, Matthew; Campbell, Jamie Thu, 28 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49635335?gko=b2a74 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 Business leaders are cautiously optimistic about the future of Europe and see an opportunity to revitalize the European Dream, according to this study from INSEAD and Booz & Company. Some 2,000 business leaders were surveyed on how the EU should move forward to ensure its place as a global player. The survey was launched as part of the inaugural The State of the European Union forum. Karlsson, Per-Ola Thu, 07 Jul 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49625143?gko=09902 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 Digitization is reaching an inflection point. Three powerful forces are driving the shift: consumer demand, the push for new technologies, and the prospect of even greater economic benefits. This Perspective provides guidance to CEOs and their man­agement teams about the relevance of digitization in their respective industries, and the factors most likely to accelerate or decelerate the digitization phenomenon. Friedrich, Roman; Koster, Alex; Le Merle, Matthew; Peterson, Michael Tue, 28 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49582410?gko=2d3e6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49575791?gko=1afe6 In order to make the most of their natural resources, GCC countries must change the way that the hydrocarbon sector is governed and organized, thus encouraging private enterprise, attracting the interest of foreign partners, and creating a healthy and competitive industry. Karlsson, Per-Ola; Kombargi, Raed; Mathieu, Nans; Sastry, Asheesh Tue, 21 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49575791?gko=1afe6 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b The seemingly unending stream of data breaches could be avoided or mitigated with a rigorous approach and a proactive process for risk management. Such an approach can make all the difference when senior management is called to account in the aftermath of a crisis. Gazzini, Alessandro; Holt, Matthew Wed, 08 Jun 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49557056?gko=ab61b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 The world as a whole is being shaped by a demographic megatrend: increasing aging and dependency. To better understand aging and its effects, Booz & Company introduces an approach that we call new demographics. Bernnat, Rainer; Moujaes, Chadi N.; Najjar, Mazen Ramsay; Shediac, Richard Tue, 31 May 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49532304?gko=f0f24 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 Organizations should follow a rigorous approach to determine who the Pride Builders are, and then build on their insights and capabilities to influence behaviors. Pride Builders can be helpful allies in spreading both motivational behaviors and performance behaviors. In practice, an eight-step tactic we call a performance pilot is often valuable in gaining insights and demonstrating impact. Katzenbach, Jon; Post, Laird; Viriot, Aurelie; Gruber, Jonathan Thu, 21 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49432667?gko=de3a0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49415808?gko=85edd Meeting new demands for oil will require the Middle East's national oil companies to forge long-term partnerships with international oil companies that combine their skills, capabilities, and resources, while ensuring that both parties are getting the right incentives and rewards from the agreement. Kombargi, Raed; Sastry, Asheesh; Tideman, Douwe; Branson, David Mon, 18 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49415808?gko=85edd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 Too often, the boards and leaders of large companies are unaware of the risks involved in black swan events, unnecessarily exposing their organizations, their shareholders, and themselves to grave consequences. The solution to this problem is disrupter analysis. Le Merle, Matthew Mon, 11 Apr 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49377584?gko=893b0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee While the fundamental theory of team performance is perhaps well known, many teams fall short of their full potential because they fail to move from theory to execution, particularly when it comes to making critical decisions about when, where, and how to team. Katzenbach, Jon; Viriot, Aurelie; Vlak, August Wed, 16 Mar 2011 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49285337?gko=5e8ee http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945433?gko=c592f This Perspective explores the dynamics of make-or-buy decisions and presents a framework to help companies make the right decisions. The framework is built on three key pillars--business strategy, risks, and economic factors. Schwarting, Detlef; Weissbarth, Robert Thu, 10 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41945433?gko=c592f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165643?gko=f7e96 Booz & Company has developed a profiler that lets compa­nies test the coherence of their supply chain capabilities against their defined "way to play" to ensure sufficient align­ment for premium returns. And when alignment is lacking, the profiler provides customized recommendations for improvement. Kauffeld, Richard; Michaels, Adam; Mueller, Curt Mon, 07 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165643?gko=f7e96 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165645?gko=07a75 Procurement departments have often been slow to recognize and respond to situations taking place on the ground in local sourcing markets that have the potential to significantly disrupt their supply chains. By answering four simple questions, procurement officers can stave off difficulties and get a jump on competitors that are still paying less attention. Dutzler, Harald; Harnett, Laura Wed, 02 Mar 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49165645?gko=07a75 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136978?gko=78045 Supply chain risk has steadily grown as companies have increased their reliance on outsourcing and sole sourcing while simultaneously failing to shockproof their supplier networks. This Perspective details four steps that companies need to take to develop a resilience framework that will help them to mitigate supply chain risk. Turner, Martha Fri, 25 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136978?gko=78045 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136977?gko=4d174 Companies continue to turn to their procurement function as a source for additional savings. Yet for a variety of reasons the identified savings are never actually captured and reflected on the bottom line. This Perspective discusses six elements that must be in place to get the most from procurement savings initiatives. Hawkes, Harry; Houston, Patrick; Turner, Martha Fri, 25 Feb 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49136977?gko=4d174 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49047868?gko=4b02b With the collapse of crude oil and natural gas prices in late 2008, the energy industry faced a formidable challenge: how to cut costs sufficiently to continue to deliver the profits that Wall Street demands, while minimizing operational and business risks. Now more than two years old, this effort has been a rousing success. Booz & Company estimates that the global oil and gas industry has enjoyed annual hard-dollar savings in excess of $40 billion over the past three years. Cassidy, Dennis; McKenna, Matthew; Mehta, Seema; Uffhausen, Mark Mon, 31 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49047868?gko=4b02b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49006950?gko=ae5f3 North American oil and gas companies face many new challenges and unknowns. To succeed in the coming year and beyond, all oil and gas companies will have to consider how to better align their business models, capabilities, and product portfolios; reduce cycle times; and tackle offshore projects. Large and midsized independents will need operating models that instill discipline and create efficiencies of scale without stifling entrepreneurship. And natural gas producers will need to move to the left on the supply curve and propel the demand for natural gas. Clyde, Andrew; Klimchuk, Glenn; Trebino, Juan; Vanags, Alejandro Wed, 19 Jan 2011 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/49006950?gko=ae5f3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c In this interview, the authors of "The Essential Advantage" point out that in this unpredictable economy, traditional approaches to strategy are a luxury most companies cannot afford. Instead they need to follow a Capabilities-Driven Strategy, starting by conducting a clear-eyed assessment of what they as a firm already do exceptionally well, and then doubling down on those differentiating capabilities. Further, they need to limit their focus to, at most, six capabilities, and make those capabilities work together as a mutually reinforcing system that perpetuates competitive advantage. Leinwand, Paul; Mainardi, Cesare Thu, 02 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48203382?gko=cc99c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48875343?gko=6c30c Supply chain costs make up about 80 percent of capital and operating expenses for upstream oil and gas companies. Consider a new approach--natural supply chains, which exist across business units and are made up of business activities that have inherent similarities. Once a company's natural supply chains are identified, the supply chain organization can be tailored to meet the distinct needs of each, resulting in improved performance across a wide range of measures. Barta, Jeffrey; Cassidy, Dennis; Singh, Rohit; Uffhausen, Mark Wed, 01 Dec 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48875343?gko=6c30c http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48841374?gko=ffd69 A common misconception in process industries is that greenhouse gas emission reduction programs are inherently unprofitable. Recent experience in the oil and gas industry, however, proves otherwise. One company, for example, iden­tified a 43 percent reduction in emissions with a net present value of several billion U.S. dollars using a five-step process that makes finding reductions in emissions both practical and profitable. El Sayed, Tarek; Fayad, Walid; Lavery, Greg; Pennell, Nick Tue, 23 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48841374?gko=ffd69 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 The structure and productivity of sales forces have turned into major concerns for many C-level executives. Every sales force redesign needs to address two fundamental questions: How many sales forces are needed? And what is the optimal reporting structure? It also needs to be executed flawlessly. Dubey, Akshat; Kapoor, Namit; Ripsam, Thomas Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814302?gko=dc9e4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd In the current economic environment, there is increasing interest in the concept of "zero-basing" cost and activity levels. Although the concept of zero-basing is understood in theory, it is often misapplied. A structured and pragmatic approach to zero-basing can help achieve sustainable cost reduction while protecting key activities. Clark, Andrew; Groves, Stuart; Nordahl, Hege; Waterlander, Otto Mon, 15 Nov 2010 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48814282?gko=57edd http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e Getting the most out of a business intelligence deployment means following a rigorous set of guiding principles, assigning clear roles and responsibilities, and managing change throughout an organization. It also means working closely with an ecosystem of partners, and getting the right metrics to the right people at the right time. Kurtzman, Kenny; Michaels, Adam Wed, 13 Oct 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48738226?gko=0f32e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48598904?gko=9b81b The oil and gas sector in India is facing a serious deficit in technical talent. To meet this challenge, India's oil and gas companies will need to address key drivers in all three stages of the employee life cycle, changing how they attract, develop, and retain people. Sengupta, Suvojoy; Moda, Gaurav; Sharma, Abhishek Wed, 15 Sep 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48598904?gko=9b81b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209367?gko=124f2 As companies emerge from the severe economic downturn, more and more of them are adopting capabilities-driven strategies to drive new growth and earn the right to win in their markets. CIOs have an indispensable role to play in these organizations, both in helping to define corporate capabilities and strategies, and in ensuring that IT is properly aligned with them. Alvarez, Eduardo; Filsoof, Ahmad; Waller, Steven Wed, 07 Jul 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48209367?gko=124f2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48188760?gko=b44f7 As the world's largest economies emerge from the downturn, a scenario may play out in which the traditional supply/demand equilibrium and pricing structures gradually disappear, profoundly altering the structure of international gas markets. These fundamental changes will compel players in the gas market--producers, importers, wholesalers, and utilities--to react in different ways. Oushoorn, Robert; Schlaak, Thomas; Waterlander, Otto Fri, 25 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48188760?gko=b44f7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48175308?gko=85f4a Major energy companies are at the forefront of the global shipping industry for hydrocarbons, but the shipping function is often seen as a cost center within these companies. To improve the function's commercial performance, energy companies must take a systematic approach to strategy, operations, measurement, and organization. El-Husseini, Ibrahim; Melville, Jake Leslie; Thakur, Satyajeet; Wheeler, Sean Wed, 23 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48175308?gko=85f4a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48170067?gko=bcf96 Business contributions to tackling the global HIV/AIDS, tuberculosis, and malaria epidemics have increased dramatically in the past 10 years. These corporate actions are increasingly aligned with the priorities and strategies of the global health community and governments, ensuring maximum impact. The oil and gas industry has played an important role in confronting these three epidemics through robust workplace and community programs. Still, given the sheer number of companies represented by the industry, there is much more it can do. Hancock, Tiffany; Melville, Jake Leslie; Neumann, Rachael Tue, 22 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48170067?gko=bcf96 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48139471?gko=2ae69 The Gulf Cooperation Council's demand for gas has far outpaced the region's gas exploration and production. However, fundamental changes in the global gas market have created an oversupply that can help GCC countries address their gas shortage in the short term. Kombargi, Raed; Sarraf, George; Waterlander, Otto; Sastry, Asheesh Mon, 14 Jun 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/48139471?gko=2ae69 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47845805?gko=389df Changes in the global framework on climate change policy present both risks and opportunities for the MENA region. To mitigate the former and capitalize on the latter, key stakeholders in the region will need to ensure that they are part of the process. El Sayed, Tarek; Fayad, Walid; Fowler, Rob; Pennell, Nick Mon, 05 Apr 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47845805?gko=389df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47812407?gko=f68d1 Unconventional gas reserves, which have become an increasingly impor­tant component of energy company portfolios, differ from conven­tional assets in that they tend to be low-margin, resource-intensive exploration efforts. Because profit opportunities are limited, getting the most out of an unconventional program requires close scrutiny of operational efficiency and cost levels. As a result, unconventional reserves are perfect candidates for sustainable cost cutting through the introduction of lean supply chain concepts. Cassidy, Dennis; Click, Christopher; Clyde, Andrew; Singh, Rohit Fri, 26 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47812407?gko=f68d1 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47772647?gko=f8b7a Recent developments in renewable energy, combined with the MENA region's latent potential in wind and solar power, could create significant advantage for those countries that move decisively to capitalize on them. El Sayed, Tarek; El-Husseini, Ibrahim; Fayad, Walid; Zywietz, Daniel Wed, 17 Mar 2010 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47772647?gko=f8b7a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236326?gko=18bef It's been a challenging year for oil and natural gas companies. The global economic downturn that began in 2008 sent prices tumbling across the board as the demand for hydrocarbons slumped significantly. Only oil producers have weathered the difficult period well. Going into the next year, refiners and natural gas producers must take the hard steps of assessing the implications of reducing capacity, and bring the overall portfolio into line with new forecasts for future demand and supply. Clyde, Andrew; Klimchuk, Glenn; Spiegel, Eric Fri, 20 Nov 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/47236326?gko=18bef http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46630995?gko=52c82 The current worldwide recession, combined with the myopic behavior of cash-starved financial markets, provides a very attractive investment environment for energy companies with the willingness, and the access to cash, to take a long-term view. Although the global recession has depressed oil prices, they will respond over time to fundamental long-term supply and demand pressures; every oil company now runs the risk of underinvesting and thus losing out when prices revert to their long-term equilibrium. It is quite likely that many companies will reduce their exploration and production investments, even though a lot more investment is required to meet future demand. By doing so, they will be setting the scene for another massive price increase sometime in the next decade--an increase that will carry a big reward for those who can keep their heads cool enough to look to the future. Chehade, Georges; Doshi, Viren; Gracia, Eduard Fri, 11 Sep 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46630995?gko=52c82 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 Along with the rest of the country and the world, the San Francisco Bay Area is struggling through a steep economic decline, although Bay Area companies are faring considerably better than most. The Bay Area Council Economic Institute (BACEI) and Booz & Company recently partnered to survey leading companies in this important region to understand both their strategies for addressing immediate concerns and for long-term recovery. Our findings reveal the Bay Area has plenty of reason for optimism, and it will likely retain its privileged position and emerge from the downturn strong and positioned for continued growth. Clausen, Kim Bruun; Cuellar, Max; Nallicheri, Melanie I. Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45903854?gko=b6141 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45907964?gko=117a2 M&A activity in the oil and gas sector is on the upswing, and we expect sell-side pressures to result in even more activity in the months to come. We see primarily three types of deals taking place: major oil companies pursuing growth options; independents divesting assets in order to focus capital spend­ing on core assets; and companies combining for survival. This Perspective examines each deal type and presents six key questions senior energy leaders who are evaluating their M&A options should be asking. Click, Christopher; Pettit, Justin; Steinhubl, Andrew Thu, 18 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45907964?gko=117a2 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879117?gko=f0406 The credit market collapse of 2008 and subsequent global recession triggered a free fall in oil and gas prices. Together, these conditions devastated the market valuations of many oil and gas companies. They also upended many of the assumptions that have governed the financial strategies of these companies. Chief financial officers in the oil and gas industry need to rethink their strategic finance agenda, altering and adapting some of the practices they have pursued in the past and fundamentally changing the way they approach others. CFOs should undertake six action items described in this Perspective aimed at preserving and improving their companies' competitive outlooks. Pettit, Justin; Steinhubl, Andrew; Vanags, Alejandro Fri, 12 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45879117?gko=f0406 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45878091?gko=b6802 Because of the recession global gas demand will decline for the first time in the history of the international gas markets. This will set back the market for years but there are scenarios in which stakeholders can react and benefit. Oushoorn, Robert; Sarraf, George; Schlaak, Thomas; Waterlander, Otto Thu, 11 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45878091?gko=b6802 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45878097?gko=8b709 To manage the risks associated with unconventional gas development projects, many companies employed a variety of hedging programs. Although these hedging initiatives were intended to maintain capital stability in long-term projects, many upstream companies have felt compelled to curtail their capital programs in the face of the collapse in energy commodity prices. A more effective alternative for these companies would have been to implement a hedging program directed at the needs of the capital program and not at the underlying commodity that would later be produced. Such hedging of targeted risks in capital projects can reduce margin volatility of project returns and help provide stability in volatile price and constrained capital environments. Pettit, Justin; Steinhubl, Andrew; Uffhausen, Mark; Corrigan, John Thu, 11 Jun 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45878097?gko=8b709 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45742670?gko=77476 Ironically, many companies in process-intensive industries excel at keeping their physical assets at optimum productivity levels, but they fail to manage their human capital as effectively. The potential savings can be substantial, The most successful process-intensive companies manage to operate at high productivity levels, and in the past few years, a handful of lagging companies have shown that improvement is indeed possible. Improving productivity starts with an in-depth analysis to determine where the true opportunities lie. Rogers, William; Steinhubl, Andrew; Van Leeuwen, John Wed, 13 May 2009 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45742670?gko=77476 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44186301?gko=3745e When the price of crude oil peaked at a record high and began to tumble in the wake of unprecedented global credit constraints, oil companies saw billions vanish from their market capitalization. As shock waves continue to roll across the industry, players are not all equally positioned and are responding with different strategies to ride out the turbulence and take advantage of emerging opportunities. Click, Christopher; Davidson, Varya; Nordahl, Hege; Steinhubl, Andrew Tue, 17 Feb 2009 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/44186301?gko=3745e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46079512?gko=370e3 Managing talent always ranks high on the CEO agenda. However, the current global economic downturn presents some unique opportunities and challenges. Whether companies are in the midst of restructuring, recruiting and developing talent on shoestring budgets, or struggling to maintain and motivate top talent, changes of this magnitude must be actively managed. Meanwhile, this is also an ideal time for companies to recruit top talent, improve workplace attractiveness, and adopt a holistic, long-term human resource strategy. Blain, Louisa; Davidson, Varya; Harshak, Ashley; Rabb, Soon Mon, 01 Dec 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/46079512?gko=370e3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43147377?gko=b19e0 For the past several years, leading major oil companies and independent exploration and production companies (E&Ps) have viewed unconventional resources as key elements of future energy supply. As a result, they have poured a significant portion of their investment capital into heavy oil, shale gas, tight gas, and coal bed methane. Although the economic crisis and subsequent reduction in financial liquidity threatens the growth prospects for North America's unconventional hydrocarbon resources, the underlying fundamentals support their continued development. High-quality resources, lower operating costs, and technological advantage will determine which companies have the staying power to capitalize on long-term opportunity in the unconventional segment. Click, Christopher; Pettit, Justin; Steinhubl, Andrew; Wilczynski, Herve Thu, 20 Nov 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43147377?gko=b19e0 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 As the Brazilian economy grows and becomes more complex, the mechanisms that represent shareholders and debt holders must become more sophisticated. Each company must take a tailored approach to corporate governance that suits its needs and ensures lasting change and the long-term sustainability of the enterprise. Pigorini, Paolo; Ramos, Arthur; de Souza, Ivan Mon, 27 Oct 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42905985?gko=a0002 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41992012?gko=7baeb Procurement chiefs are being asked to undertake a host of new respon­sibilities, from decreasing supply chain complexity to stimulating supplier innova­tion. A Booz & Company survey of more than 100 business leaders reveals how cutting-edge procurement departments are meeting these challenges. Dutzler, Harald; Liberoth, Peter-John; Schwarting, Detlef; Spieker, Robert Wed, 06 Aug 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41992012?gko=7baeb http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41936486?gko=d2038 According to a study by the Duke University Offshoring Research Network (ORN) project and Booz & Company, providers of outsourcing services are increasingly performing innovation work, such as new product development and R&D. Companies are seeking these services offshore as the analytical talent required for this work becomes more globally dispersed. Couto, Vinay; Lewin, Arie; Mani, Mahadeva; Sehgal, Vikas Thu, 31 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41936486?gko=d2038 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902066?gko=8692d The common assumption that supply and demand are the primary drivers of oil prices is being undermined by new evidence that shows global market uncertainty has a more significant impact. Organizations can use this information to formulate better strategy and reduce their risk exposure in endeavors that rely on the price of oil. Chehade, Georges; Gracia, Eduard Thu, 10 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902066?gko=8692d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a Successful Chinese companies have prospered to date through sheer scale, force, and structural position--in other words, through their "hard power." This hard power will continue to be important, but it will not be enough on its own to ensure success. Chinese companies will also need to develop "soft power." Cainey, Andrew; Tse, Edward Tue, 01 Jul 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42030072?gko=8713a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 This Perspective addresses the challenges of organizational design and proposes a new approach to organizing senior management around the Global Core. It presents four models for this new view of senior management, drawn from our own consulting experience and the firm's study of hundreds of other corporations. These models of the Global Core are pertinent to a variety of organizations ranging from highly diversified financial holding companies to more industry-specific companies where operational involvement by senior management does succeed in creating value. Couto, Vinay; Karlsson, Per-Ola; Neilson, Gary Mon, 23 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45922570?gko=f4838 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901980?gko=8d084 In the newest installment of Booz & Company's series on trends in refining, the authors discuss where the industry is really heading and what smart players should do. Caruso, Pedro; Clyde, Andrew Fri, 20 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901980?gko=8d084 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901856?gko=b1310 Trends and developments in the world's three regional gas markets could launch a new era of interconnectivity. Sarraf, George; Waterlander, Otto; Schlaak, Thomas; Donohue, Timothy Thu, 05 Jun 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901856?gko=b1310 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901842?gko=760bf The digital oil field, an umbrella term for technology-centric solutions that allow companies to leverage limited resources, can help the oil and gas industry address its talent shortage. Steinhubl, Andrew; Click, Christopher; Klimchuk, Glenn; Morawski, Paula Fri, 23 May 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901842?gko=760bf http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902098?gko=010ae Resource nationalism has become an even more dominant feature in the energy landscape. Although Chinese national oil companies (NOC) have become noticeably more low profile in their overseas expansion, their ambitions continue to mount as they make significant inroads and resume M&A activities overseas. Maestro, Adrian del; McCreery, John; Melville, Jake Leslie; Pennell, Nick Fri, 21 Mar 2008 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902098?gko=010ae http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902096?gko=3191a The upstream oil and gas industry has never been bigger or more profitable. Macro movements in the industry are introducing promising opportunities for the near future, while strategic challenges are leaving industry participants more anxious of what lies ahead. Maestro, Adrian del; McCreery, John; Melville, Jake Leslie; Uriza, Luis Tue, 01 Jan 2008 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902096?gko=3191a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b This comprehensive look at leadership shows how CEOs and their teams can create the kind of company in which executives can thrive. Wheeler, Steven Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901798?gko=32f2b http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f This year, the study of world's 1,000 largest corporate R&D spenders finds two primary success factors: aligning the innovation model to corporate strategy and listening to customers every step of the way. Jaruzelski, Barry; Dehoff, Kevin Tue, 27 Nov 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901800?gko=bbf6f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed This article provides a rare in-depth look into Lego's transformation as it rationalized and streamlined its product development, sourcing, manufacturing, and distribution. Samakh, Edouard; Oliver, Keith; Heckmann, Peter Fri, 28 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901822?gko=9e4ed http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 To succeed in China, multinationals will need to take the familiar list of three C's (customers, company, and competitors) and add one more: context. Tse, Edward Sat, 01 Sep 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901832?gko=afb92 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab For years, most call center managers have placed increasing productivity and improving customer service at the top of their agenda. Yet despite significant investment in new technologies, not much has changed, with average utilization rates hovering well below established benchmarks. Why the lack of progress? Because the cause of underperformance wasn't -- and isn't -- primarily technical. Among the many call centers the authors studied, the primary differentiator between top performers and average performers isn't technological but structural. This whitepaper offers organizational recommendations that can improve performance. Camarate, Jorge; Sanderson, Muir Wed, 15 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901934?gko=c8dab http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 Taking the Smart Center approach may be the single biggest step that companies can take to improve service as well as control overall costs in their call centers. Kohler, Philip; Sanderson, Muir; Smith, Fiona Tue, 14 Aug 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901900?gko=c3997 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901972?gko=05e70 Techniques like near-time level loading, parallel processing, pull inventory models, and utilization enabling workflow technologies can help oil and gas companies facing upstream cost inflation pressures and resource scarcity. Klimchuk, Glenn; Steinhubl, Andrew; Wilczynski, Herve Thu, 28 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901972?gko=05e70 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42231823?gko=89a83 Many CPOs have implemented more and more sophisticated ways of improving the procurement function itself, while neglecting coordination with the wider organization. E-procurement, e-auctions, spend analysis, and procurement outsourcing are all examples of how procurement has focused inwardly over the past five years. By pursuing ever-increasing functional depth, however, procurement is in danger of following Alice's steps in Wonderland and falling down its own rabbit hole. Harper, Simon; Saporito, Fabrice Fri, 15 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42231823?gko=89a83 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902086?gko=6bc6d The oil and gas industry has stretched its resources to breaking point with the real potential of stalling the oil and gas boom. Immediate intervention is required. Clark, Andrew; Davidson, Varya; Guilford, Zoë; Melville, Jake Leslie Fri, 01 Jun 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902086?gko=6bc6d http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902004?gko=28506 The highs and lows that the refining industry saw in last year's margins reminds us of Charles Dickens's classic opening to A Tale of Two Cities: "It was the best of times, it was the worst of times." But which will it prove to be? Did we see the beginning of the long-anticipated decline in refining margins as the cycle came to an end? Or was the collapse in margins in the fall of 2006 merely a short-term aberration? Caruso, Pedro; Clyde, Andrew Thu, 17 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902004?gko=28506 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902014?gko=2347e European demand for gasoline is in danger of declining in favor of demand for coal. Schlaak, Thomas; Waterlander, Otto Fri, 04 May 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902014?gko=2347e http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 Traditional cost-cutting programs only address an organization's structure and overlook the other aspects of Org DNA that affect costs: decision rights, information flows, and motivators. Ericksen, Matthew; Powers, Elizabeth; Ribeiro, Frank Tue, 03 Apr 2007 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901904?gko=51ec3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a Facing intense competition -- especially in manufacturing, where productive overcapacity has relentlessly driven down the prices of many goods -- Chinese companies are acknowledging that they will have to do things differently. Tse, Edward Wed, 14 Feb 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901962?gko=f600a http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901926?gko=c7361 As activity and investment in the petroleum sector continues to put huge strain on delivery capacity, the industry has been unable to keep pace with building its human capital. Davidson, Varya; Melville, Jake Leslie Wed, 10 Jan 2007 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901926?gko=c7361 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 Once again, Booz Allen's annual study of the world's 1,000 largest corporate R&D budgets shows that high investment can't buy success. Jaruzelski, Barry; Dehoff, Kevin Fri, 01 Dec 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901802?gko=c21c3 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979382?gko=75791 Procurement and supply chain strategies and practices are set to move to the front of oil companies' critical issues in 2006. A combination of external pressures is rapidly reshaping the landscape to one that will have many perils, some surprises, and a few opportunities. McKenna, Matthew; Spiegel, Eric; Steinhubl, Andrew Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979382?gko=75791 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea This whitepaper posits that all too many companies fail to look beyond the traditional downside risks to their business to consider the upside risks, such as missed growth opportunities. Schirra, Wolfgang; Waterlander, Otto Mon, 01 May 2006 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901928?gko=20eea http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 Given China's tumultous market environment, companies need to take a flexible approach and respond quickly to sudden changes in supply and demand patterns. Haddock, Ronald; Tse, Edward Sat, 01 Apr 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901910?gko=e4836 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901740?gko=2a9d9 As the oil and gas industry's capital expenditures have soared in recent years, its risk has increased and its management of capital must become more stringent. McKenna, Matthew; Wilczynski, Herve Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901740?gko=2a9d9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 This white paper spells out the answer to one of the most fundamental dilemmas facing any company entering China today: Do we go in alone, or do we find a Chinese partner? Tse, Edward Wed, 01 Mar 2006 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901938?gko=94af5 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902002?gko=7c8aa Not all refineries are created equal, and even in this high-margin era, the economics of oil prices favor some refineries much more than others. Caruso, Pedro; Clyde, Andrew Tue, 01 Nov 2005 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41902002?gko=7c8aa http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901774?gko=03bd9 Today's oil company managers are faced with a diminishing pool of skills in their countries of origin, a workforce that is reaching retirement age, and an insufficient number of new skilled staff replacing those leaving. This comes at a time when commercial oil and gas companies are juggling the twin challenges of increasing growth and developing new business while maximising productivity. So how will these companies resource and prioritise their challenges? Davidson, Varya; Waterlander, Otto Wed, 14 Sep 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901774?gko=03bd9 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 Process complexity is one of the silent killers of profitability. Any time a new product is added or changed or a service level is increased without addressing complexity the result is a process that is a little more cumbersome and a little more costly. Over the long haul, many good strategies go wrong simply because of the drag created by all those incrementally increasing costs. CIOs have an important role to plan in managing that complexity. Egol, Matthew; Hirsh, Evan; Irwin, Gil; Martin, Karla; Rao, Giridhar Fri, 01 Jul 2005 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41979320?gko=68c26 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 Taking a strategic approach to purchasing will drive sustainable results across the organization. A successful procurement agenda needs to address four key dimensions: processes, organization, technology, and performance management McKenna, Matthew Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102610?gko=10757 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 Burdened with multiple layers of management, these organizations tend to suffer from "analysis paralysis." When they do move, they move slowly and reactively, often pursuing opportunities later or less vigorously than their competitors. More consumed with the trees than the forest,managers spend their time checking one another's work, rather than scanning the horizon for opportunities or threats. These organizations are frequently bureaucratic and political in nature and tend to frustrate self-starters and results-oriented individuals. Mitchell, Deanna; Neilson, Gary Wed, 15 Dec 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340540?gko=9fd38 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 It's planning time again. For most, this is a painful exercise. In the worst cases, the resulting plan is more aspiration than inspiration. Unrealistic sales targets, sandbagged expense budgets, and other hopes are forged into next year's roadmap. Stacks of reports and terabytes of data are generated but often ignored during interminable planning meetings. After all that, the plan is forgotten in a few months. Do any of these aspects sound familiar? Heinz, Irmgard; Kerins, Jason; McNeese, Cynthia Mon, 18 Oct 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901924?gko=60394 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45239428?gko=18dc4 With U.S. gasoline production projected to fall short of domestic demand for the foreseeable future, refiners are bullish. They see a world in which high-priced imports will set the domestic market price, making today's extraordinary margins commonplace. Since the future is truly uncertain, we have developed three demand scenarios that challenge the conventional wisdom: price shock, regulatory shift, and technological discontinuity. In each case they suggest the potential for significant declines in medium-term demand, in one case transforming the U.S. into a net exporter by 2007. While we share the industry's short-term optimism, we also feel that assessing the impact of potential risks for the medium- to long-term offers valuable context for current strategic and operational choices. Caruso, Pedro; Clyde, Andrew Thu, 05 Aug 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/45239428?gko=18dc4 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 Product development has universally been identified as a key driver for growth and value creation. As a result, companies are focusing significant investments on the pursuit of the so-called "killer idea". In our opinion however, successful product development for many companies is not so much about developing "killer ideas" as about being able to control their product development activities and ensuring scarce resources are used in the most efficient and effective way. List, Georg; Mensing, Peter; Veldhoen, Steven Mon, 12 Jul 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901960?gko=db3c7 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df Managing change is a critical component of any major transformation. It is a necessary process that helps companies successfully implement new strategies. Change management gets results by building sponsorship from the top, creating leaders who will act as change agents, and by changing behaviors in frontline teams and individual employees in business units. Aguirre, DeAnne; Hyde, Paul; Neilson, Gary; Tipping, Andrew Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000314?gko=5b6df http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 Service organizations face unprecedented challenges in today's business environment. Customers demand better service and more customized offerings. Sales managers push for incremental evenue, improved retention, and higher service levels. And senior management expects the virtually impossible--meaningful cost cutting at the same time as new product launches, acquisition integrations, and new market entry. Bailey, Curt; Nallicheri, Narayan Tue, 15 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/43000323?gko=9f146 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 With the continued uncertainty in global markets, the ability to bring large-scale programs to a successful conclusion has become even more critical for the survival of many Fortune 500 companies--regardless of whether they are under pressure to achieve multibillions of dollars in savings or to realize revenue synergies from an acquisition.Our experience in many large-scale transformations has taught us that things can go wrong without a dedicated, structured, and comprehensive program management approach. Lauster, Steffen M.; Ripsam, Thomas Tue, 01 Jun 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41903715?gko=0bc57 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f For most companies, significant challenges remain in improving the cost-effectiveness of their internal services. As the external environment shifts for a company's core business and the marketplace for G&A services, so too does the internal economy of the firm as BU customers demand increasingly customized services. In this charged environment, G&A practices are evolving rapidly and fundamentally. This report examines both the traditional and leading-edge approaches to G&A management andtheir impact on company performance. Couto, Vinay; McNeese, Cynthia; Pigorini, Paolo Thu, 15 Apr 2004 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901792?gko=a388f http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102950?gko=8b660 Strong leadership, collaborative partnership, results-based funding, and balanced prevention, treatment, and care were found to be critical success factors in the fight against HIV/AIDS. These conclusions were the result of a strategic simulation conducted by business, government, and civil society executives in New Delhi, India, in October 2003. Beever, Charles Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42102950?gko=8b660 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 The most successful strategy-based transformations follow a three-phased approach that integrates the development and implementation of the strategy/operating model with the process for driving the human and emotional elements of change. As is the case with the coaching staff on the gridiron, the roles of the CEO and top team will change across the three phases of the transformation.Phase 1: Engaging the Top and Leading the ChangePhase 2: Cascading Down and Breaking BarriersPhase 3: Mobilizing the Base and Creating Ownership Aguirre, DeAnne; Hyde, Paul; Krings, Joerg; Neilson, Gary; Schirra, Wolfgang; Tipping, Andrew Mon, 15 Mar 2004 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340537?gko=70d11 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 In recent years, as top-line growth has stalled, companies have had to get creative about cost reduction. As always, they are looking first to pare expenses in internal services. What is different is the lens they are applying; the perspective has broadened. Instead of relying solely on supply-side tactics to cut costs (e.g., process reengineering, automation, outsourcing, offshoring), companies are now managing the demand for internal services as well, challenging both service providers and business-unit customers to make serious affordability and service level trade-offs. Couto, Vinay; Pigorini, Paolo; Saddi, Joe Wed, 15 Oct 2003 00:00:00 -0500 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/42340410?gko=6fd05 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0 "Business is flat. I need to cut overhead costs quickly to meet my earnings forecast. At the same time, I have to launch an even bolder round of restructuring to bring costs down 30 to 40 percent over the next three to five years. And I need to achieve these goals without undermining the core functional capabilities needed to keep my business moving and, ultimately, achieve above-market growth." Sound familiar? Seem impossible? Alvarez, Eduardo; Couto, Vinay; Neilson, Gary Sat, 22 Feb 2003 00:00:00 -0600 http://www.booz.com/global/home/what_we_think/reports_and_white_papers/ic-display/41901876?gko=6dda0