Beyond the EVP: The experience of Subsea 7
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Transcript of Beyond the EVP: The experience of Subsea 7
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Beyond the EVP
The experience of Subsea 7 (so far…)May 2015
Steve Harvey
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2Page 15 Apr 2023
Who are Subsea 7
The Global Engagement Challenge
A perfect Storm
Our Response so far…
Our Next Steps…
So what’s this chat about?
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What we do
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The Global Context
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Traditional Engagement is not working
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New Rules of Engagement – Hay Group 2014
• The Major forces reshaping how organisations will attract, motivate and retain people:
– The world of work is changing – 6 Mega Trends• Globalisation• Environment• Demographics• Individualism• Digitisation• Technology Convergence
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From Integration to Engagement and beyond…
2004 to 2012Integration of
people into the business
2012 to 2015Engagement of people with the
business
2015 OnwardEmpowerment
of people within the business
Focus on culture, engagement, leadership,
empowerment and fit
Bersin by Deloitte
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A Perfect Storm
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The challenge for Subsea 7 – No 1
Market •Saudi and USA – A race to the bottom?
Oil Price •Collapsing…
Capex •Jobs are being cancelled or moving to the right
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Subsea 7 HayGroup Insights - Effectiveness profiles
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The Challenge For Subsea 7 – No 2
The results suggest a lack of connection between employees and the strategy / senior management team (Connect People with the Strategy)
People aren’t receiving feedback on their performance, there is a need for more coaching to align behaviours with the strategy (Create a feedback culture)
There is scope for more collaboration across the business (Create opportunities for collaboration)
01
02
03
To prevent a potential talent drain, more focus needs to be applied on fulfilling people’s career aspirations (Offer clear career opportunities)
04
Insights 2014 - Opportunities for Improvement
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The Challenge for Subsea 7 – No 3
Subsea 7
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So how do you change rapidly…and engage people with a long term future, when they think they may not have a future!!
Subsea 7’s Response
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Subsea 7’s 2020 Vision – Our 5 Focus Areas
Strategy Technology
Life of Field
Project Accountabili
ty
Organisation and Ways of
Working
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Collaboration
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Ways of Working - Collaboration
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Project Accountability
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Projects are our business
They are the onlyrevenue generationvehicle we have andeveryone, whetherworking directly in aproject team or in asupporting role, must befocused on thesuccess of the project.
We all need to be clear on our accountability
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• Project Managers hold single point accountability for delivery of their project
• Project Managers must mitigate risk and maximise opportunity on their project, as well as supporting the management of Group risks and opportunities
• Strong support from Functions and Service Providers is key to project success
• The role of the project and the role/obligations of our internal Functions/Service Providers must be aligned to ensure our people collaborate and Subsea 7 succeeds
• Project Managers are also accountable for the success of the interfaces between the Functions/Service Providers and their project
• The Functions/Service Providers are accountable to deliver their scopes of work in accordance with the “as-bid” situation
• The Hemisphere Business Unit and Corporate organisations are accountable for the adequate resourcing and support of all projects
Key principles of the Project Charter
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Projects are core to our business
We must all be focused on ensuring their success
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Ways of Working (ESSA)
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Ways of Working - ESSA
Standard
Simplify
Eliminate
(STOP)
Automate
Functional within Region
Tested
Actioned
Group
Hemisphere
Country
Country
Hemisphere
Country
Vision 2020 Change Team
Hemisphere Lead
ESSA Lead & Teams
Large Functional Workshops
Country ESSA Teams
ESSA Model
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Leading 7
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Leading 7 - Theory U in a nutshell
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Leadership for a Changing World
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Leading 7 – The Programme
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Strategic Narratives
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Vision 2020 Strategic Narratives
The Future
• Through Vision 2020 we will improve and develop our business in the long term:
– Leveraging our key strengths in project management and engineering and building on our extensive track record
– Broadening and improving our products and services through an increased strategic and technological focus
– Becoming more agile and cost-effective by changing our ways of working
• By improving what we offer the market, we will secure a better long-term future for our Company
Current Down Turn
• We are a successful oil and gas contractor and while the business environment is becoming more challenging, we are in a relative position of strength compared to many in the industry
• We have always navigated any market downturns and emerged stronger in any upturns
• Our Values, leadership attributes and behaviours will act as our ‘compass’, ensuring that we treat people with fairness and respect at all times
• To ensure we weather the downturn, we need to win projects by reducing our costs, improving our efficiency and delivering more value to our clients
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Our next steps…
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The Solution? What do people want from their work?
• The Energy Project and Harvard Business Review Survey
• 4 Key Findings:
– Physical – the opportunity at work to recharge the batteries
– Emotional – the feeling of being valued and appreciated for effort and contribution
– Mental – the opportunity to focus on the most important tasks without being distracted and importantly, allowing people an element of flexibility in how and when people get their work done
– Spiritual – the opportunity to express themselves in doing more of what they do best and enjoy most; by feeling connected to a higher purpose at work
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The Progressive Diversity Challenge…
Compliant Engaged Innovative Integrated Transforming
Citizen Concept
Tax & Legal Philanthropy Stakeholder management
Sustainability Business in society
Strategic Intent
Compliance Reputation Business Case Value Creation
Market & Social Change
Leadership Lip Service Supporter Steward Champion Visionary
Structure Marginal Functional Cross Functional
Aligned Business Driven
Issues Management
Defensive Reactive Policies
Responsive Programmes
Pro Active Systems
Defining
Stakeholder Relationships
Unilateral Interactive Mutual Influence
Partnership Cross multi company
Transparency Protection Public Relations
Public Reporting
Assurance Full Exposure
The Boston College
A collaborative Business
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What further steps might Subsea 7 begin to take?
Build a new Leadership Community
Align personal work cultures with the way that the organisation wants things to be
done
Determine where you can make
changes to working patterns, more flexible benefits
Adopt and use the IS/IT tools to work flexibly and collaboratively
Help to place people in roles that creates most happiness for
them
Engage people with compelling
vision of the future
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Thanks and questions please….
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