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Almost every large company understands it needs to build an organization that deals with the ever-increasing external forces of continuous disruption, the need for continuous innovation, globalization and regulation.
We outline the strategy problem in this post and will propose some specific organizational suggestions in follow-on posts. I'm sitting at the ranch with Alexander Osterwalder, Henry Chesbrough and Andre Marquis listening to them recount their lessons-learned consulting for some of the world's largest corporations. Collectively we're beginning to see a pattern and we want to offer some concrete suggestions about Corporate Management and Innovation strategy and the structural (i.e. If we're right, it will give 21st century companies a way to deal with innovation -- both sustaining and disruptive -- as a normal course of business rather than by exception or crisis. While companies have existed for the last 400 years, their modern form is less than 150 years old. Ninety years ago companies faced new strategic pressures as physical distances in the United States limited the reach of day-to-day hands-on management. In each case, whether it was organizing by functions or organizing by operating divisions, the diagram we drew for management was an organization chart. While org charts provided the "who" of a business, companies were missing a way to visualize the "how" of a business. By the 21st century, organizations still lacked a tool to create and formulate new strategies.
Inside existing companies and divisions, the business model canvas is used as a tool to implement and continuously improve existing business models incrementally.
The video below emphasizes that companies will need to have an organization that can do two things at the same time: executing and improving existing models and inventing -- new and disruptive -- business models. We propose that corporations equipped for the challenges of the 21st century think of innovation as a sliding scale between execution and search. For companies to survive in the 21st century they need to continually create a new set of businesses, by inventing new business models. Companies will have to maintain a portfolio of new business model initiatives, not unlike a venture capital firm, and they will have to accept that maybe only 1 out 10 initiatives might succeed.
We need a new organizational structure to manage the creation of new businesses and to coordinate the sharing of business model resources. Some of these new businesses might become new resources to the existing operating units in the company or they could grow into becoming the new profit generating business units of the company's future. In future blog posts we'll propose a specific structure for entrepreneurship and continuous innovation in the 21st century corporation. LPG, based on the rates of discount communicated by the Petroleum Planning and Analysis Cell (PPAC). Share of oil exploration companies remained more or less constant at 33% of total under-recoveries.
Top 500 oil exploration companies contribute over 53% of India’s natural gas production. There is no fixed formula for sharing of under-recoveries between GoI, upstream companies, and the OMCs. Innovation & Trends Energy Companies and Brand Marketing – Like Oil and Water?An oil spill is a tragic – but all too real – possibility for an oil company. Maybe the sad reality is there is no motivation for oil companies to care about their brands or their consumers.

Support from the government and state-run upstream oil companies meant that Indian oil marketing companies—Bharat Petroleum Corp. Costs associated with selling fuel under cost for the current fiscal year are expected to be comparatively lower, led by falling crude oil prices and regular diesel price hikes.
Another threat is the potential adverse impact on the financials (mainly the GRMs) if the export parity pricing is implemented against the current trade parity pricing. In short, meaningful upsides in the OMC stocks from the current level would be tough and more news driven.
While it may not look very exciting right now, in the OMC space, perhaps investors could wait for a better opportunity to enter the BPCL stock. I offered what I just learned from spending a day at the ranch with the R&D group of a $100 billion corporation along with the insights of my Startup Owner's Manual co-author Bob Dorf who has several Fortune 100 clients. Invented in 1854 by Daniel McCallum, superintendent of the New York and Erie railroad, the org chart became the organizing tool for how to think about strategy and structure.
In the 1990s Strategy Maps provided the "how." Evolved from Balanced Scorecards by Kaplan and Norton, Strategy Maps are a visual representation of an organization's strategy.
Using the business model canvas, they can draw how their organization is creating, delivering, and capturing value.
To assure their survival and produce satisfying growth, corporations need to invent new business models.
Companies then found that their existing strategy and structures (organizations) were inadequate to respond to a changing world.
It only emerges after an intense business model design and search activity based on the customer development process. After extracting crude oil from the reserves, it is processed to yield various petroleum products, which are then marketed.
Domestic crude oil production has been stagnant at around 33 mn tonnes per annum for last many years.
Top 500 oil exploration companies contribute 84% to India’s total crude oil production.
By the nature of their business, you would think oil companies would expect an incident like the Gulf of Mexico offshore oil well explosion to happen. The oil companies are really big and really profitable – even when the economy is in the proverbial toilet. Shell has been focusing on advanced technologies and product performance enhancements along with sponsorships like Eco-Marathons, Exxon Mobil has been supporting science education, and BP and others have been focusing on their “green” strategy.
The company’s GRMs (gross refining margins) for the March quarter as well as for the fiscal year 2013 are better than that of HPCL and IOC.
Operationally, environment for refining companies in general is expected to be weak in the days to come on account of huge refining capacity addition. Strategy Maps are a tool to translate the strategy into specific actions and objectives to measure the progress of how the strategy gets implemented (but offer no help on how to create new strategies.). A business model for an existing company or division is not filled with hypotheses, it is filled with a series of facts. We believe that the solution for companies today is to realize that what they are facing is a strategy and structure problem, common to all companies. In the deep recession year of 2009, when almost everyone was suffering financially, the oil companies made billions of dollars in profits.

BP has a real disaster on its hands, and they have clearly learned a lesson from Exxon’s PR gaffe. Unfortunately for BP, that positioning is tough to sustain given the latest environmental tragedy. Oil and energy companies must develop a sincere, long-term strategy to create brands that connect with their consumers on an intellectual and emotional level. An exhaustive study by the Committee Encouraging Corporate Philanthropy shows that the energy industry’s Total Median Giving as a Percent of Revenue (0.05%) is the lowest of any other major industry!
Last quarter, BPCL’s GRM, a measure of profitability for refining companies, stood at $6 per barrel. However, it is unlikely that a decline in such expenses would lead to a considerably re-rating, given the fact that the earnings of these companies will continue to be dependent on the compensation from the government and upstream oil companies. But, as the latest oil spill in the Gulf of Mexico has shown, these environmental disasters are all but impossible to prepare for. In a 2006 study of gas price manipulation, the FTC found that the record increases in gasoline prices were “not substantially attributable to higher costs”. The CEO of Exxon was not seen until six days after the Valdez disaster, and then said at a press conference that it was not his responsibility to read the cleanup plan report. This strategy-to-structure shift from functional organizations to operating divisions was led by DuPont and popularized by General Motors and quickly followed by Standard Oil and Sears.
Plans and processes are in place, and rules, job specifications, revenue, profit and margin goals have been set. The question from a brand marketing standpoint is simple: what the hell should they do given this probability?
It seems the oil companies always take advantage of their financial opportunities with no regard to consumer goodwill. That, however, is not so surprising going by history, and anyhow, these stocks generally react more on news flow rather than on fundamental reasons. One reason why BPCL’s GRM got a boost is because of the removal of octroi at its Mumbai refinery during the last fiscal year.
These companies are often viewed as monopolistic, money-grubbing, price-gouging, predatory goliaths.
In a 2008 Harris poll of 20 major industries, only the tobacco industry had a lower rating than the oil companies on the topic of how good or bad a job they perform in serving the needs of consumers.
We know all about the 1989 Exxon Valdez nightmare which was widely considered the worst corporate PR fiasco of all time.
The media interview refusals by Exxon’s CEO Rawl and his complete lack of remorse highlighted the worst possible PR moves by one of the world’s most profitable corporations.
Now, to his credit, the CEO of BP, Tony Hayward, has learned from Exxon’s PR mistakes and has been on air and is taking full financial responsibility for the spill cleanup.

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