Leading upstream oil and gas companies are focusing on operational excellence (OE) as a way to manage rising costs and safety risks. But though most companies already have OE frameworks in place, their plans often don’t meet expectations. Strategy& has found that in every company is a group of frontline leaders superior at making emotional connections with their staff and motivating them to achieve better business results.
Our thought leadership
The following articles were written by PwC's Strategy& partners and other senior professionals on key topics in the people and organisation strategy sector.
Our most recent wealth insight looks at the prospects for the global wealth management industry in 2014/15. While prospects for wealth management have improved significantly over the last twelve months, wealth managers must learn new rules quickly and adapt their playbook accordingly.
Conventional approaches to culture and change management overlook the emotional, human foundation on which lasting cultural impact is based. Focus instead on “the critical few”—critical behaviors, existing cultural traits, and critical informal leaders—to successfully bring about sustainable change.
Culture is critically important to business success around the world. That was the response from an overwhelming 84 percent of the more than 2,200 participants in our 2013 culture and change management survey.
Senior leadership teams and human resources executives should develop focused people strategies that align with and support their company’s capabilities system—the few things the company does exceptionally well that distinguish it from competitors. By following four steps, executives can identify, prioritize, and develop the employee segments across the organization that are critical to its long-term differentiation and success.
There is a golden opportunity today for the leaders of HR, IT, finance, operations, R&D, marketing, sales, sourcing, and other corporate functions and shared services. With routine tasks shrinking and the need for capabilities ascending, functions can become “fit for purpose”: changing their portfolio of activities to focus primarily on those that are strategically important to the enterprise as a whole.