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In 2013, Carol SingletonSlade, Steve Goodman, Trent Aulbaugh and Roger Aguirre of Egon Zehnder’s Global Energy Practice warned of the dire need for identifying and training a new generation of qualified and prepared executives who are ready and willing to lead oil and gas companies. Four years later, as Chevron’s chief executive John Watson is set to step down, his likely replacement is a representation of this “new leadership for a changing oil world.”
In today’s environment, boards are expected to fulfill their traditional oversight and compliance role and also add value through strategic insight and guidance.
Cyclical market volatility will continue to be standard in the energy industry. An impending market rebound has many feeling cautiously optimistic, but the extended cycle of the current downturn — now being characterized as “lower for longer” — has revealed a new reality in the energy sector that will change leadership imperatives for the foreseeable future.
An impending market rebound has many feeling cautiously optimistic, but the extended cycle of the current downturn – now being characterized as “lower for longer” – has created a new reality that will change leadership imperatives for the foreseeable future. Energy leaders are realizing that lower prices, unpredictable market dynamics and hyper competition for talent, resources and capital are driving a need to rebuild and adapt businesses or risk being left behind. In this new reality, it’s critical to strike a balance between disruption and discipline – understanding how to best lead innovation while still adhering to longstanding best practices that will ensure longevity regardless of future market fluctuations.
The percentage of female board members in the US dropped in 2016, reports the International Business Times. Out of 44 nations, the US ranked 19th place, with about two women per board versus an average of 11.5 seats. Could quotas be the answer?
An early champion of diversifying corporate culture, the US has fallen behind much of the developed world over the past four years, according to Egon Zehnder’s 2016 Global Board Diversity Analysis.
From exploration to distribution, the energy industry is confronting historic challenges and opportunities that are testing the ability of its leaders to navigate uncertainty
For the fifth consecutive year, Egon Zehnder is honored to announce its presence as a strategic partner at IHS CERAWeek, an event that brings together leaders and experts from the global energy community for exchanges and insights into key issues.
The slide in oil prices has chief executives across the energy industry focused on conservative investment decisions, smaller workforces and making spending cuts to firm up corporate balance sheets.
With a massive leadership talent shortage on the horizon, the oil and gas industry needs to radically overhaul its approach to identifying and developing leadership talent.
Just when it seemed that the role of energy CEO couldn’t become any more complex or demanding, it did. Macondo, Fukushima, Keystone, Iran, the Arab Spring, and the rise of unconventional plays offer only the sparest shorthand for the risks, regulatory blowback, and geopolitical uncertainties that now dominate the agenda of the energy chief executive.
Few envisioned the profound changes now unfolding in Energy.
In recent years oil and gas companies have applied innovative technologies to make discoveries of vast new hydrocarbon resources. If only it were that easy for them to deal with a dire challenge above ground: identifying and training a new generation of qualified and prepared executives who are ready and willing to lead oil and gas companies at this pivotal time in the industry’s history.