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.”
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.
Energy companies are finally starting to take IT seriously, says Egon Zehnder consultant Trent Aulbaugh in an interview with Bauer Business Focus.
Languishing oil prices are making Chapter 11 a reality for a growing number of energy companies. In their recent article More Than Filling Empty Seats: A Guide to Board Composition for Energy Companies Emerging from Bankruptcy, Steve Goodman and Trent Aulbaugh explain how board restructuring can help firms bounce back after Chapter 11.
The energy boom that ran for much of the first half of the decade generated both record revenues and ready access to capital that was often collateralized with oil marked at $90 or more per barrel.
From exploration to distribution, the energy industry is confronting historic challenges and opportunities that are testing the ability of its leaders to navigate uncertainty
Industry players want US presidential candidates to pay more attention to energy policy, reports EnergyWirecovering this year’s CERAWeek in Houston.
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.
Falling oil prices have triggered a swathe of job cuts in the oil and gas industry this year, with reductions also reaching the executive ranks, reports Rigzone.
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.
The market turbulence, high levels of M&A activity, and the ongoing challenges of public dialogue are testing the mettle of energy industry chairmen and chief executives who must chart a course forward and maintain high performance during uncertain times. To see how industry leaders are grappling with this task, Egon Zehnder convened a panel discussion on energy leadership at CERAWeek 2015, the industry’s premiere annual gathering. Here is what we heard.
Chief executive turnover soared in the oil industry in 2014, with an 11.1 percent CEO succession rate and a 60 percent rate of disciplinary succession, or departures involving a CEO leading a low-performing company.
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.
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.