Organisation Case 2 – Operating model redesign for an Independent to develop operatorship capabilities.
situation
An African independent “Non-operator” Oil & Gas company was taking over assets previously managed by an IOC
The asset transfer resulted in dysfunctional and inefficient operations/organization e.g., transferred assets could no longer leverage support from the IOC’s global technical shared services
Client lacked operatorship capabilities. Asset transfer resulted in significant increase in production (5x increase), complexity, and activity workload
our approach
Redesigned Technical functions. Created 3 directorates: Exploration; Technical support, and Operations
Designed management systems for departments within each directorate:
Redesigned organisation structure and functional remits
Redesigned workflows highlighting interfaces between departments
Updated job descriptions and identified candidates for lead roles
Defined management processes and key performance indicators
Set-up taskforces to oversee asset transfer. Each taskforce created its own charter, transfer deliverables, work plan and milestones
Managed PMO to oversee organisational transformation an asset transfer activities