The writing's on the well
March 2, 2018
March 2, 2018
In this new paradigm, upstream returns will be less significant than in the past. U.S. energy companies will need to extend their reach into other parts of the value chain. To do so, they must transform their core capabilities. Equally important, they need to re-imagine where they compete and how they harness growth.
As disruption flips the energy industry on its head, oil and gas companies have the chance to flip their fortunes.
Size, scale or asset-recovery capacity will no longer give U.S. oil and gas companies a competitive advantage. Success will require them to maximize the value of every molecule, embrace digital technologies, and work within ecosystems to deliver new solutions. In essence, they will need a new enterprise “DNA” that gears the organization for speed, performance and innovation.
Accenture's video shows that oil and gas companies need to reimagine who they are and what they do for operating at a lower cost. See more.
View TranscriptValuable opportunities exist for oil and gas companies to capture returns across the energy landscape. To access them, we advocate three pivots:
The days of focusing solely on extracting resources are over. The days of extracting value from new business models and changing customer behaviors have just begun.
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