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The Final Frontier: E&P's Low–Cost Operating Model

  • ID: 3944792
  • Book
  • May 2017
  • Region: Global
  • 192 Pages
  • John Wiley and Sons Ltd
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"This book makes the case for change and outlines the key operating model components for a winning capabilities–driven strategy in today′s difficult environment. The opportunity to both lower cost and increase productivity makes this essential reading for executives across the O&G industry."
ERIC SPIEGEL, former President and CEO of Siemens USA, author of Energy Shift: Game Changing Options for Fueling the Future

"The Final Frontier delivers a masterful analysis of the current oil and gas industry and how it can evolve toward the future. Justin′s insights, which cover everything from discovery challenges to M&A and hedging, are a must for all industry professionals who wish to see beyond the technical side of the business."
FABIAN VERA, Reservoir Engineer, CDEUS

"This is a well–written, easily read, and well organized book. It is an excellent source for E&P companies, including NOCs, IOCs, and service companies, for planning, designing, and implementing low–cost and efficient operating models. The book presents an inclusive coverage of various business and operating models practiced in the oil and gas industry. This book is recommended for CEOs, executives, business leaders, professionals, and practitioners in the industry."
DR. SAUD M. AL–FATTAH, Consultant, Saudi Aramco

"Mr. Pettit captures the essence of why E&P companies need to push forward with a new model. He concisely captures and underpins the historic practices that have led the industry to a point where a new path must be taken. His work has helped to reframe the operating model that I use. This book is a must for all executives in the oil industry."
MICHAEL G. MUIRHEAD, Chairman and Chief Executive Officer, Ezra Energy Ltd.

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Acknowledgments ix

Abstract x

Chapter 1 Introduction 1

A Vital Industry 2

What Now? 3

Industry Evolution 6

Ten Reasons to Update Your Operating Model 9

E&P Needs a New Agenda 19

Notes 20

Chapter 2 The New Agenda 23

Upstream Cost Transformation 24

Cut Costs and Grow Stronger 30

E&P Capabilities 34

Resource–Based Key Capabilities 45

Notes 49

Chapter 3 E&P Operating Model Redesign 51

Internal Operating Model 55

Business Delineation and Performance Measurement 56

Organization Structure, Capabilities, and Workflows 66

Operations Management Processes 74

Delegation of Decision Rights 75

Informal Social Norms and Corporate Culture 77

Implications of Industry Evolution 80

Business Model Considerations 83

Notes 85

Chapter 4 PMI and Other Event–Driven Redesigns 87

The Search for a Perfect Ownership Model 89

Preparing to Go Public 91

Key Success Factors 92

Event–Driven Redesign 94

Note 95

Chapter 5 National Oil Company Considerations 97

National Oil Company Context 98

Sovereign and National Oil Company Strategies 103

Business Model Implications 109

Notes 114

Chapter 6 Collaborative Operating Models 117

Who Uses Joint Ventures? 118

Joint Venture Strategic Intent 122

Joint Venture Value and Valuation 124

Deal Structure 127

Joint Ventures in Practice The How 132

Notes 141

Chapter 7 Financial Implications 143

Financial Strategy and Policy 145

Hedging and Trading 155

Notes 168

Glossary of Terms 171

Other Useful Links 171

Works Cited 172

About the Author 178

Index 179

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Justin Pettit
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