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CASE STUDYshape

Building An Agile Organization

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Industry

Energy and Gas

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Challenge

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.

Our Diagnosis:

Internal analysis:

  • Engagement with the CEO, select Board members and shareholders to understand their vision and strategic organizational imperatives

  • Immersive study of the internal processes, systems and management approach, in interactions with senior management and key functions

  • Employee perspective through discussions and focused assessment tools

  • PACE Culture survey and Collaboration Elements inventory to assess current cultural nuances and collaborative ways of working across the organization

  • ADC (Assessment and development centre) for C-suite and senior managers

External analysis:

  • Examining industry best practices

  • Interactions with industry groups to identify innovative approaches

  • Focus-groups to gain customer insights; including customers of the client, and customers of competitor firms

  • Interaction with select employees who had left the organization within the past one year

Key Findings

  • The organization lagging in digital adoption, customer-centricity, and an agile response framework

  • It was largely operating with an inward focus on product and service engineering, with insufficient alignment to the external environment

  • Resistance to change within the C-suite team (with the exception of the CEO and the CFO)

  • Absence of systems and processes to seek ongoing market and customer insights, and share it across businesses within the organization

  • Lack of innovation and performance driven culture

  • Low score on leadership agility, adaptability, managing ambiguity, talent development, and customer focus

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The Solution

  • Reimagining the Vison, Mission and Values for the company and socializing it across the organization

  • Interventions across organizational layers to develop leadership capabilities required to address the existing challenge

  • Implementation of a Change management and digital transformation program

  • Establishing ongoing customer intimacy initiatives, and a customer-first culture

  • Creating ownership and accountability at all leadership levels, starting with the C-suite

  • Executive coaching for top leaders

  • Institutionalizing a mentoring framework, following the completion of coaching interventions

  • Building a sense-and-respond framework within the organization to augment agility

The Impact

  • Increase in customer insights: 240%

  • Increased productivity: 38%

  • Reduction in talent attrition in the first year: 32%

  • Improvement in employee survey scores: 56%

  • Improvement in innovation practices

  • Enhanced accountability and ownership

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