The ‘Neu’ Oil and Gas Organization

By Lynell Rogeri, Opportune LLP

Future business organizations, including oil and gas companies, will be a series of neural networks of capabilities that continually build and break up to create value to customers.

Just as human brains form new neurons every day, so should the organization that wants to succeed.  So-called motor neurons in the organization will be barraged with signals from the market and will learn to respond. They will take action or signal other neurons to take action.

Changes in technology, prices and employee demographics will drive smaller, leaner organizations that will connect when they need to.  The pace of change will force new business partnerships that cross industries and will dramatically change existing sectors within an industry. The rise of digital labor and self-learning systems will allow collaboration that was never thought possible before. There will be a premium paid for companies that can react and adapt quickly.

As Patrick Lencioni illustrates so well in “Silos, Politics, and Turf Wars: A Leadership Fable about Destroying the Barriers That Turn Colleagues into Competitors”, the ER room is the perfect example of an organization in crisis mode. Everyone focuses on the patients.  Crisis creates a “bizarre and beautiful mix of chaos, coordination and communication.” The arbitrary walls come down when faced with a shared adversity.

Ori Brafman, in “The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations,” explores the science of neurons and reminds us that resiliency is the key to survival. “The absence of structure, leadership and formal organization, once considered a weakness, has become a major asset. Seemingly chaotic groups have challenged and defeated established institutions,” Brafman writes…click below to read the full article online in Oil and Gas Investor.

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