Driving Integrated Leadership

A large portion of organizations future potential rests on their ability to deliver integrated opportunities across the full value chain. At the same time, very few leaders have the experience or abilities of working across multiple areas of the business. These challenges appear relevant for many senior leaders in critical roles. Leaders struggle with clearly defining how integrated value is created or why the integrated value drivers should be targeted at all. They have a tough time articulating a joint/integrated purpose and shared delivery outcomes, while fully appreciating the financial value being left on the table.

While working with a global O&G organization downstream business that ran operations from mining to refineries to supply/trading all the way to retail. Each of these business units were independently successful, but collectively the senior leaders in each business knew they could do more if they integrated and worked closer together. I was brought in to help unpick what the integrated value could be and close the gap to potential while engaging the organization to drive integrated performance.

• Integrated leadership insights and commitment- conduct integrated team diagnostic survey/interviews

• Collectively work the cross business integrated challenge. Full understanding of the E2E commercial value chain and awareness of the financial opportunity left on the table

• Aligned and mobilized the senior leaders to the integrated value through creation of a strategic narrative. Building a strong sense of commitment to the targets.

• Host a series of integrated leadership sessions including leadership coaching, team coaching to drive integrated performance

• Define and embed the integrated business case deep into the organization

• Capability assessment & development required for the leader and integration team. A ruthless ability to execute on the bottom line collectively

• Use decision authority matrix to determine who decides on key dilemmas