The restructuring of Statoil
In 2010, a new significant change initiative was launched by the CEO to drive globalization, simplification and renewal, which has again put organizational and individual capability at the core of the corporate agenda. A new corporate organization was implemented on January 1, 2011.
Statoil is an international energy company with operations in 34 countries around the world and a total workforce in excess of 20,000 currently employed in countries as far afield as Norway, Azerbaijan, Angola, US, Canada, Brazil and China. In 2007, Statoil merged with Norsk Hydro oil and gas, and went through a comprehensive process of integrating the two organizations both in terms of mixing the teams and building on best practices from both companies.
In 2010, a new significant change initiative was launched by the CEO to drive globalization, simplification and renewal, which has again put organizational and individual capability at the core of the corporate agenda. A new corporate organization was implemented on January 1, 2011.
In taking you through the journey of how that transition has been implemented, Tor Egil will demonstrate how you can:
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Understand the strengths and weaknesses of your own organization’s capabilities
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Develop an implementation plan to engage key leaders and employee representatives in driving the change
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Ensure common understanding and alignment across different business areas on the need for change and the new solution
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Get the new leadership teams up and running and facilitating a process of ensuring the right people capabilities across the group
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Designing and Implementing a Restructuring of the Statoil Group to Place Organizational and Individual Capability at the Core of the Corporate Agenda
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Presenters:
Tor Egil Sunderø
Vice President, Organizational Capability and Change
Statoil
