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Energy Project
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This comprehensive strategy development and rollout for the subsidiary of a major oil and gas company involved BCG consultants from several offices over the course of 12 months.
We undertook multiple analyses to derive a robust strategy, including a review of the client's competitive advantages, geographic focus, and organisational competencies. We also evaluated the external industry landscape. For an oil and gas company, where business fundamentals are about cost-effectively finding and extracting scarce resources, there is no room for error in strategy development.
BCG stayed on to help in implementation. We were 'in the trenches' with the client, working on issues ranging from designing service agreements to moving people into their new roles and positions.
Today, the assignment, its principles and targets remain a key aspiration for our client.
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Click on the image to read some more personal perspectives on the project.
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In many ways, this was the project that made me come of age as a consultant.
The weekly commute was initially demanding. While my friends were getting to work in cars and buses, I was waking before dawn each Monday for a 6am flight and getting home just in time for supper on Fridays.
What kept me going certainly wasn't the airline coffee. It was the warm and fuzzy feeling all consultants are addicted to ? the knowledge that we were making a difference for our client. I often wonder whether clients understand the difference they make for us. I hope they do.
I grew from analysing gas supply shortfalls to formulating a leadership development program for the client. On the personal side, I became a better soccer player and learned that I could sing in Malay.
Now...if the flights were at 5am...
Chow Yin, Project Leader in the Singapore office
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I was responsible for developing the communication programme as part of the larger change management effort. My role was challenging as I had to figure out (i) what messages we wanted to communicate, (ii) how to tailor them for different stakeholders in the organisation, (iii) what types of media we should use, and (iv) how frequently we should communicate. In addition, I had to put in place a system to monitor the effectiveness of the communication programme.
My role was interesting and rewarding, both personally and professionally. I had served as editor of both my high-school yearbook and an economics journal published by my university. Developing the communication programme allowed me to leverage my existing skills and at the same time build upon them in helping our client ensure that our work delivered the promised benefits.
Rizal, Senior Associate in the Kuala Lumpur office
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Typical of BCG cases, this one was both challenging and rewarding.
Challenges: All aspects of the case: from the industry (my prior industry knowledge was limited to the petrol stations in my neighbourhood) to the subject matter (oil reservoirs, reserves, and basin structure were all a foreign language to me), to the geography (Africa, the Middle East and Central Asia were not exactly my top travel destinations).
Rewards: I ended up with nice Malaysian friends from the client team, a good knowledge of the oil and gas industry, good acting skills (a colleague and I pretended to be long-lost friends so that he could get onto my earlier flight out of Kuala Lumpur).
Roger, Project Leader in the Singapore office
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