Energy and Gas
A leading Energy and Gas company was fast losing its competitive edge, and was faced with declining market share, and talent attrition, accompanied by growing customer dissatisfaction.
The client was an Oil and Gas company, based in Asia. The company was part of one of the largest Industrial groups globally, with interests across multiple industries. This company was off to an impressive start, its lean structure making it agile. Within the first ten years of operations, the company was among the top two private players in their country. However, with expansion, rigidity and bureaucratic inefficiencies began to emerge within the system. Gradually, the organization found itself losing the advantages of being a small, nimble company while simultaneously struggling to compete with the industry’s larger, more established giants. Market share was being rapidly eroded, and high-quality talent was quickly moving to competitor firms.