Abstract
The structure of the North Sea oil industry, with its extended supply chains and high reliance on contracted out services, has provided an ideal environment for sub-optimal performance to develop, become accepted, and form part of our culture. Partially due to a lack of clarity and agreement on performance goals, and partially due to under-developed management and leadership skills, this inefficiency now provides "hidden returns" for operators, waiting to be exploited like untapped reserves.
Whether introducing new technology, or seeking to maximise the value of existing strategies, organisations are now recognising that it is the practices and behaviours of their personnel that determine whether their full potential is realised.
This paper describes some of the factors that inhibit performance within the oil industry and offers a methodology for continuously improving efficiency and financial returns. Two case studies are presented, demonstrating the effectiveness of the process in practical situations.
