An injection of real world experience.
This IOC already had deep experience in the market. But if it did not continue to evolve as markets fundamentally shifted, it risked being left behind. What we gave them was a broader perspective: on how other players structure their portfolios, shape their organisations, develop their projects and market their positions. As senior energy business practitioners, we brought lived experience – not just theory – to the job. Our recommendations were grounded in the success enjoyed by the market’s most agile and entrepreneurial players. As well as data-driven benchmarks of which plays had historically proved most successful, we worked with the client’s team to raise their gaze and understand how these should flex for new, future markets.
A roadmap, not a report.
The more specific the advice is, the more useful it is. We started with an open-ended challenge and quickly reframed this into a clear set of issues, options and actions. By distilling decisions on the capabilities, positioning and workflows required into a practical ‘Ways to Win’ playbook, we helped this IOC chart a practical course to new value and growth.
Building momentum in the process.
Market sensitive decisions need to happen at pace. Our sprint-style approach, with its weekly insight papers and structured workshops, delivered that pace and iteratively sharpened the IOC’s strategy.
Our work has helped transform not just the IOC’s strategy, but also its organisational structure and ways of working to be the highly relevant, entrepreneurial and agile type of player that today’s LNG market rewards.