This unique program focuses on the establishment and accelerated growth of a new start-up company as it seeks to develop an integrated business by investing in oil and gas projects in Latin America and Africa. Emphasis is placed on maximizing the performance of the enterprise by carefully selecting a portfolio of investments along the oil and gas value chain.
Major topics discussed include: Global Energy Industry Trends; Strategic Planning; Project and Corporate Financial Performance; Portfolio Analysis; Characterizing Investment Opportunities; Leadership, building a strong management team and a competent workforce; sustainable development and the management of the organizations health, safety, environmental and social obligations; and responding to challenges related to human resources, legal, political, regulatory, operational, and force majeure situations.
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| Dates | June 21 – 25, 2027 (Boston) |
$5,750
This program focuses on managing and leading international oil and gas enterprises during times of change to maximize overall performance. Its objectives are achieved through group discussions of business case studies and team participation in an enterprise-wide business simulation game. The simulation game will challenge teams to plan and manage the growth of an organization as it faces a series of strategic decisions that require the assessment of international, national, and local trends and policies, portfolio performance, enterprise resources, as well as environmental and business risks.
Learning is accomplished through lectures by an exceptional instructor with decades industry experience, group discussion of timely business case studies, and team participation in WANOCO, a challenging business simulation, in which participant teams are asked to develop and manage the organization and growth of the international affiliate of the National Oil Company of the West African Republic over a 20-year simulated timeframe.
Teams select from a portfolio of opportunities at the outset. As time progresses and more opportunities become available, they must decide whether to retain, divest, or expand existing businesses, invest in new business opportunities, or bring in others partners. At the same time, participants must respond to a number of events that will have an impact on their portfolio.
This program is designed for international oil and gas managers and executives seeking to enhance their skills in managing and leading international oil and gas enterprises and improve overall performance.
Identification of global trends that affect all businesses; petroleum industry trends; local and regional issues that affect the local energy businesses. Current conditions and growth forecasts of the business environment.
Vision and mission statements, goals, objectives, organizational structure, and processes for managing change.
Historical and pro forma financial statements, portfolio analysis, and the capacity to obtain additional capital resources.
Application of the Stage Gate process to major capital projects; description of the process through its five stages; project-related issues, including project scope definition, financing agreements, term sheets, project planning, basis of design, alternative technologies, and project execution considerations.
Systematic evaluation and classification of project opportunities based on key metrics and value drivers such as project fundamentals, economic attractiveness, competitive position, and strategic fit into the corporate portfolio.
Formation of new business models and alliances; changing roles of National Oil Companies (NOCs) in global and local markets; implications on the supply of oil
and gas resources.
The process of planning, managing, and implementing a competency management system to enhance the performance of the national workforce. Case studies of successful competency management system implementations.
Participants will explore, through business case studies, the fundamentals of leadership and managing enterprise growth. They will learn how leaders manage change, especially in international enterprises.
How energy companies communicate and collaborate effectively with employees, customers, investors, communities, and other stakeholders to identify material issues, build trust, and reduce environmental impact. The session explores how ESG and Sustainability goals are linked to long-term business strategies.
Summary of the impacts of GHG emissions on climate, historical energy demand, supply, projections of energy demand, supply, and emissions through 2050, provided by the transition to renewable energy; other actions to reduce emissions, including low-carbon fuels, carbon capture & storage, and a potential path to net-zero emissions by 2050.
A practical case study discussion on the broader competitive approach followed by NOCs. Many global investors see NOCs turning to strategic tools like IPOs and joint ventures to improve technical efficiency and enhance global competitiveness. Hybrid strategies by select NOCs (e.g., Petrobras, Petronas, and Equinor). The strategic and financial contrasts between NOC and IOC business models.
You are the senior executive in charge of managing the development and expansion of WANOCO International, the international affiliate of the West African National Oil Company. Your challenge is to build a profitable oil and gas enterprise with projects in Latin America and Africa. At the outset of the business simulation, you manage a set of oil and gas industry assets that have mixed levels of performance. As new opportunities arise, you are asked to make recommendations that lead to an optimal portfolio. In doing so you are asked to measure the attractiveness of each such opportunity based on commercial, financial, political, social, regulatory, and other characteristics and then implement your decisions in the most effective way possible. In the process, you will respond to several different business challenges. The business simulation covers a 15-year timespan with the final financial performance metrics reported at the end.
