Petroleum (Cross-Border Restructuring)

Could BUs that had long been autonomous now work together to achieve new synergies?

A Texas-based enterprise with operations in AsiaPac, Northern Europe, and the Gulf was being restructured pending its return to the NYSE. A prominent equity fund had arrived, along with expert advisors on strategy, logistics, and turn-around. 

But vital questions remained: Was the company properly aligned to implement its new strategy? Which top-performing teams might already be in the far-flung divisions and in the field, yet unrecognized? Could executives who had long been autonomous now work together to achieve new synergies? If so, how? If not, why?

Teams totalling sixty-three participants were evaluated, compared, and contrasted—as were the country teams overall. Gaps in talent were identified. At the request of the new Board of Directors, MAP examined the abilities to implement change, to blend local tactics with global strategy, and to collaborate enterprise-wide. The Board has credited the overall “strategic alignment” as a vital component of this successful turn-around of a now-flourishing corporation.