Operational resilience in nearly every business depends on two critical factors—a connected, flexible workforce and a robust supply chain. These two assets—intangible as they may be—can entail developing a contingent workforce and setting up remote operations.

Immediate steps you can take to the connect your workforce, strengthen its flexibility while enhancing safety and increasing productivity is to create an Elastic Digital Workplace (Figure 1). This involves:

Creating a culture for the dynamic work environment

Deploying and scaling collaboration tools, including virtual environments

Enabling reliable, secure and ubiquitous remote network connectivity

Enhancing business continuity plans

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Looking toward the future, building a flexible workforce that will sustain the enterprise across a commodity lifecycle entails:

  • Understanding and rethinking the core workforce
  • Redefining the worker
  • Embracing new, technology-enabled ways of working
  • Embedding digital dexterity through rapid upskilling

Figure 1—Building resilience through a connected and flexible workforce

Figure 1—Building resilience through a connected and flexible workforce

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On the other side of the operational resilience equation lies your supply chain. For oil and gas companies, a supply chain runs along service companies, operators, logistics and downstream, to name a few, all of which have a major impact on consumers, employees and the bottom line. Traditional downturn management involved demanding price cuts, renegotiating contracts, idling rigs and riding out the storm.

Today, however, companies need a much different and interconnected approach (Figure 2)—at a minimum, sharing information to reduce frictional losses. Information-sharing should not take place just between oil companies and their prime contractors, but across sub-contractors. Additionally, this approach will likely require demand-aggregation strategies to reduce waste (sharing service companies, pipelines and infrastructure much more effectively than today, for example).

The global nature of the oil and gas industry makes supply chain resilience critical for business continuity.

The Global nature of the oil and gas industry makes supply chain resilience critical for business continuity

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Projections based on Accenture analysis and experience working with oil and gas companies.

Disclaimer: This document is intended for general informational purposes only and does not take into account the reader’s specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals.

Muqsit Ashraf​

Senior Managing Director – Global Energy Industry Sector Lead


Manas Satapathy

Managing Director – Energy, Strategy and Consulting


Vivek Chidambaram

MANAGING DIRECTOR – ENERGY, STRATEGY AND CONSULTING

MORE ON THIS TOPIC

Productivity in uncertain times through the Elastic Digital Workplace
Building supply chain resilience: What to do now and next during COVID-19
How oil and gas companies can build resilience in uncertain times

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