Ruud Weijermars – ALBORAN

Building Corporate IQ – Moving the Energy Business from Smart to Genius

Ruud Weijermars — Sun, 04 Sep 2011 13:58:04 +0000

Executive Guide to Preventing Costly Crises Building Corporate IQ – Moving the Energy Business from Smart to Genius gives a clear outline of organizational intelligence and provides a framework for practitioners of good leadership. The synthesis starts with an overview of the fundamental skills and competencies mastered by leaders and team members in organizations. Building Corporate IQ – Moving the Energy Business from Smart to Genius also includes a corporate IQ test that is designed to help leaders gain insight into how their organization can stay at the competitive frontier. Illustrated with case studies from the energy sector, Building Corporate IQ – Moving the Energy Business from Smart to Genius explains the guiding principles of organizational learning, with the goal of developing better organizational intelligence. It is intended as an indispensable guide for managers at all levels to help them meet and recognize new challenges in the corporate innovation process. “For the third millennium, with the increase in depersonalized electronic communication, business leaders, especially in the energy industry, must quickly develop organizational intelligence in their organizations to survive. This book sets out the modus operandi.” Crispian McCredie, former Managing Director…

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Guidelines for clockspeed acceleration in the US natural gas transmission industry

Ruud Weijermars — Sat, 24 Apr 2010 14:16:16 +0000

This study presents the clockspeed analysis of a peer group comprising six major integrated US energy companies with substantial US interstate natural gas pipeline business activities: El Paso, Williams, NiSource, Kinder Morgan, MidAmerican and CMS Energy. For this peer group, the three clockspeed accelerators have been benchmarked at both corporate level and gas transmission business level, using time-series analysis and cross-sectional analysis over a 6-year period (2002–2007). The results are visualized in so-called clockspeed radargraphs. Overall corporate clockspeed winners – over the performance period studied – are: Williams, El Paso and Kinder Morgan; MidAmerican is a close follower. Corporate clockspeed laggards are: CMS Energy and NiSource. The peer group ranking for the natural gas transmission business segment shows similar clockspeed winners, but with different ranking in the following order: Kinder Morgan, MidAmerican and El Paso; Williams is a close follower. Clockspeed laggards for the natural gas transmission segments coincide with the corporate clockspeed laggards of the peer group: CMS Energy and NiSource (over the performance period studied); laggards of the past may become clockspeed leaders of the future if adjustments are made. Practical recommendations are formulated for achieving competitive clockspeed optimization in the US gas transmission industry as a whole. Recommendations for clockspeed acceleration at individual companies are also given. Although the US natural gas market is subject to specific regulations and its own geographical dynamics, this study also provides hints for improving the competitive clockspeed performance of gas transmission companies elsewhere, in other world regions.

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Critical Drivers of Exploration and Production Clockspeed

Ruud Weijermars — Sun, 31 Jan 2010 14:28:25 +0000

The performance of oil and gas companies takes place in a highly competitive market where everything is related to timing. In a bull market, companies that respond the fastest to internal and external signals of growth opportunities can take measures to further accelerate their growth. In a recessional market, companies can prevent overly steep deceleration of their business size by taking adequate action to adjust the company to the changed outlook without undue delay. Response time and timely measures are crucial for best-in-class performance, which is the result of supreme clockspeed management. Individual companies can perform better than others by monitoring the critical settings of their clockspeed and by rapidly synchronising their accelerators with the business environment when appropriate. In this article, the critical drivers of exploration and production (E&P) clockspeed and specific actions for clockspeed synchronisation and optimisation at individual companies are outlined.

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Accelerating the three dimensions of E&P clockspeed – A novel strategy for optimizing utility in the Oil & Gas industry

Ruud Weijermars — Thu, 12 Mar 2009 15:23:38 +0000

As the global Oil & Gas Industry enters its third, late lifecycle stage (outlined in the introduction of this study), new strategies and conceptual tools are needed to postpone – or reverse – the decline of the E&P industry. The problem is this: the late lifecycle is principally heralded by limited supply due to finite hydrocarbon reserves, while energy demand soars as world population and the global economy continue to grow. This study therefore proposes a framework through which an E&P company can critically assess its capability in accelerating lag-time between exploration and production. In the first part of this paper (Sections 1–3), the need for a phase-shift toward faster clockspeeds for the Oil & Gas industry is argued to be an important step to close the energy supply gap. In the second part of this paper (Sections 4–6), the strategy concept of clockspeed acceleration is further elaborated and optimization methods for the three principal dimensions of E&P clockspeed acceleration are discussed. The three Clockspeed Accelerators are: workflow speed, improvement rate of Uncertainty Mitigation and accrual speed of portfolio value. The third part of this paper (Sections 7–11) presents the empirical analysis of E&P clockspeed performance for two peer groups (IOC supermajors and public private partnership NOCs) comprising six companies each. The acceleration of E&P clockspeed can help to optimize production levels of conventional and unconventional oil, and includes diversification strategies that replace non-renewables with renewables. In summary, E&P Clockspeed Accelerators provide the gearshift instruments that enable the energy industry to better meet the required demand/supply ratios. The results of this study translate into the following deliverables for practical use by Oil & Gas professionals:

insight into the concept of clockspeed in E&P industry setting,
use of Clockspeed Accelerators as gearshift lever tools for monitoring and directing E&P clockspeed,
a template for benchmarking and scaling the cardinal axes of E&P Clockspeed Accelerators for companies in time-series analysis and cross-sectional analysis,
insight in the critical drivers of E&P clockspeed acceleration based on the companies studied,
a set of recommendations to support and speed up the optimization of the individual Clockspeed Accelerators for Oil & Gas companies.

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