Transforming Maersk Oil into a global energy group.

PositionI work on ...

Start date January 2010 End date Continuing

I began working for Maersk Oil, part of the Danish conglomerate AP Moller, in August 2010, where a worldwide transformation of the company involving 6,000 staff had been under way for a year. This was to turn the company into a truly global oil and gas company by creating value throughout the entire upstream E&P (exploration and production) value chain and growing entitlement production [production from this field] by 50 per cent to 400,000 barrels per day by 2020.

Soon after joining Maersk Oil, I was given the role of executive lead on the project, which required a new business infrastructure based on global processes and systems, ensuring that development projects would be executed with consistency and quality. We also changed the company culture by introducing new empowered, safe and collaborative ways of working.

The project was driven and owned by the Maersk Oil CEO and executive team. It was one of the company's main KPIs so progress would impact people's bonuses. We dedicated resources in the organisation to drive and support the implementation of the transformation solutions. For example, we had a transformation office that coordinated activities across functions and geographies, and we had change agents in the organisation who helped to maintain...

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