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  • Creating a Truly Integrated Management System

    October 12th, 2018

    The average NFL team is run by 2-3 front-office personnel and about 15 coaches. That’s about 18 individuals charged with ensuring they win. Yet not one of them has the specific title of ensuring they don’t lose. They do not have a Coach of Penalty Avoidance, a VP of Injury Prevention or a...

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  • Fundamentals of OE #10: Big Picture

    October 12th, 2018

    Fundamentals of OE #10: Staying Focused on the big picture Summary: Don’t lose sight of the objective of your OE efforts Many OE programs get launched and, years later, after hundreds of changes, little has really improved At the end of the day, the shortest path to Operational Excellence is...

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  • Fundamentals of OE #9: Culture

    October 12th, 2018

    Fundamentals of OE #9: Getting the Culture Right Summary Culture can be one of the greatest competitive advantages for any company, helping it stay ahead even if product, process or talent-based advantages diminish Operationally Excellent companies treat culture as an ongoing effort to be...

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  • Fundamentals of OE #8: Governance

    October 12th, 2018

    Fundamentals of OE #8: Establish Governance that Improves Decisions Summary: Governance is a critical aspect of a functioning, continuously improving organization Many companies take a one-size-fits-all approach to governance, which over-burdens some decisions and turns it into a check-the-box...

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  • Fundamentals of OE #7: Establish Clear Lines of Ownership & Accountability

    October 12th, 2018

    Summary: Ownership and accountability are critical to operational excellence, primarily to your ability to continuously improve A lack of accountability can set you into a spiral of continuous change, create redundant controls, add cost to your improvement efforts and hold back innovation To...

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  • Fundamentals of OE #6: Take an Adaptive Approach to Technology

    October 12th, 2018

    Summary: Technology can help achieve operational excellence, but it isn’t dependent on advanced your technology is Operational Excellence requires a holistic approach to technology where the objective is adapting to tech rather than simply adopting it This approach expands the focus from...

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  • Fundamentals of OE #5: Keep It Simple

    October 12th, 2018

    Summary: Management Systems naturally grow more complex over time A key objective of a management system is to simplify how the organization works together, which means the system itself must be simple Keep in mind what the system is intended for, and who it is supposed to help, and build in...

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  • Fundamentals of OE #4: Use a Process-Based Decision Making Framework

    October 12th, 2018

    Fundamentals of OE #4: Use a Process-Based Framework for Key Decisions Summary Your system should be made up of a set of processes necessary to manage the risks within scope A process-based system has less built-in complexity, can have embedded continuous improvement, and is easier to manage...

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  • Fundamentals of OE #3: Design it to Work for You

    October 12th, 2018

    Fundamentals of OE #3: Design your OE Program to Work for You Summary A common approach is to adopt a system from a leading company as the basis for your company’s system The problem is that the things you cannot see are what make a Management System effective and compatible with your...

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  • Fundamentals of OE #2: Enable Agility Through Organizational Muscle Memory

    October 12th, 2018

    “The right decision is the wrong decision if it’s made too late”. Lee Iacocca   Summary The pace of change in every industry requires rapid and constant strategy adjustments, so consistent execution requires agility Traditional methods for ensuring consistent execution make the system...

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  • Fundamentals of OE #1: Integrate the Management Systems

    October 10th, 2018

    Summary There is a big difference between Unified Systems like an EHS system, and an Integrated System like an OEMS Unified Systems tend to work independently from standard business processes, and thus pull the organization in different directions Companies that operate in an Operationally...

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  • First Things First - Where to Begin the Journey to Operational Excellence

    October 10th, 2018

    Without a clear idea of where you’re headed, how can you know how to get there?   Most executives will agree that Operational Excellence is good. Many will argue that it’s a crucial factor for success. But what is it? Despite the widespread positive perception, there isn’t a lot of...

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  • Fundamentals of Operational Excellence - 10 Things To Get Right

    October 10th, 2018

    Fundamentals of Operational Excellence     The 10 Things to Get Right if You Want to Beat the Odds Operational Excellence continues to gain popularity. A recent worldwide survey by the Business Transformation & Operational Excellence World Summit found that over half of respondents...

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  • Connecting the Digital Data Dots

    September 26th, 2018

    Data is Key to Asset Life Cycle ROI Asset management and engineering and construction are distinctly lacking the single-point entry of data that disseminates to all project planning and delivery applications, but more importantly meets the needs of operations and maintenance throughout the...

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  • The Law of Unintended Consequences - Part 3

    September 19th, 2018

    In the last 2 weeks, the Decommissioning blog posts discussed the Law of Unintended Consequences or LOUC for short. We also observed that: There is negativity to the oilfield among those unfamiliar with the industry. The attitude of some toward older offshore installations is: They are worn out,...

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  • The Law of Unintended Consequences - Part 2

    September 12th, 2018

    In last week’s Decommissioning blog post we learned about the Law of Unintended Consequences or LOUC for short. We also discussed the attitude of a decent portion of the public not familiar with the oilfield and observed that: There is negativity to the oilfield among those unfamiliar with the...

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  • Organizations Don't Perform Work, People Do

    September 5th, 2018

    Organization Don't Perform Work, People Do “The strength of the pack is the wolf. The strength of the wolf is the pack.” – Rudyard Kipling, Law of the Jungle Silo Busting On capital projects , strong leadership is required to unite the various functions, organizations, and companies around...

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  • Offshore Facilities and Remote Operations

    August 23rd, 2018

    : A Way to Reduce Costs, Improve Performance, and Embrace the Future Keeping oil and gas projects profitable when oil prices drop has been a key challenge for the past several years, though not the only one for the industry. While prices in the $70/bbl range have provided some relief recently,...

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  • The LAW of UNINTENDED CONSEQUENCES

    August 14th, 2018

    in Oilfield Decommissioning An unwritten law of societies familiar to most people is the Law of Unintended Consequences. Simply put, it describes the tendency of our best-laid plans to somehow go awry, ending up with results – consequences – that are completely different than the results we...

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  • When Next-Gen Healthcare Marketing Dashboards Become Action Plans

    August 13th, 2018

    Marketing360 - healthcare marketing dashboard that relates marketing results to experience stages, KPIs, service lines and market segments.

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  • Product Development Portfolio Optimization

    August 13th, 2018

    Are your R&D investments increasing along with the increased activity in the oilfield?  Are you interested in improving your return in R&D investments?  We can help institute a customized product development portfolio optimization strategy for your organization.

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  • Oil and Gas Challenges: Is It Time to Change?

    July 29th, 2018

    Facing oil and gas challenges requires innovation, technologies and new collaborative approaches.

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  • Healthcare MarCom Budget Benchmarks

    July 24th, 2018

    How much do others spend? How do they spend it? A Second Chance to Create And Use Marketing Communications Benchmarks A little more than two decades ago, I was a new healthcare marketer at my first conference of hospital chief financial officers. My hope was to learn as much as I could about this...

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  • Life Extension for Offshore Floating Assets, Part 2

    July 13th, 2018

    Developing a Life Extension Plan The benefits and challenges of safely and effectively extending the operating life of an asset is well described in Part 1 of this discussion on life extension (LE). In this second part, logical and step-wise approach to developing LE plan that meets the interests...

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  • Effective Physician Relationship Management – The Holistic View

    July 10th, 2018

    It’s no surprise that today’s hospitals and healthcare systems are increasingly focused on building and sustaining relationships with referring physicians. All are striving to deploy effective physician relationship management programs.  The reason is simple: Referring physicians continue to...

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  • Engaging Physician Alumni for Increased Referrals, Reputation and Resources

    July 9th, 2018

    Hospital marketers and outreach teams face continual pressure for engaging key stakeholders such as patients, physicians, and donors. While there are a range of audiences important for affecting growth and, one group is often overlooked – engaging physician alumni – graduates, fellows and...

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  • Life Extension for Offshore Floating Assets, Part 1

    July 6th, 2018

    Safely & Effectively Getting the Most Out of Facilities WHAT IS LIFE EXTENSION? At its core, a life extension (LE) plan is a management system that provides assurance to the duty holder, regulators, investors, and other stake-holders that an aging asset can continue to safely operate beyond...

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  • Lean Six Sigma: Where does it fit within Operational Excellence?

    July 3rd, 2018

    LSS vs OE: Same Tools, Different Names? There seems to be a lot of noise and general misconceptions about Lean Six Sigma (LSS) and Operational Excellence (OE). Are they different terms for the same thing? Are they just different approaches to the same end goal? If they are different, which one is...

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  • Evolve the Role of Physician Relationship Management in Today’s Healthcare Environment

    July 3rd, 2018

    In today’s healthcare environment, many hospitals and healthcare systems have embraced the need and opportunity to establish physician relationship management programs, most commonly referred to as outreach programs. Over the years these programs have evolved across several key models. The most...

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  • Using KPIs for Tracking and Monitoring Physician Relationship Management

    July 2nd, 2018

    As healthcare organizations strive to build meaningful relationships with referring physicians and serve as a trusted partner when a referral need arises, it is essential to have a clear understanding of how effectively their needs are being met. That's where Physician Relationship KPIs are...

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  • Building Organizational Capability of Capital Project Leaders

    June 29th, 2018

    Given that strong, quality capital project leaders are a key determinant of successful capital project outcomes, and leadership is one of the more frequently cited risks to achieve these, the development of bench strength in project execution organizations requires a clear strategic path forward....

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  • People Are The Most Important Asset Asset, Part 3 - Walking the Talk

    June 22nd, 2018

    People Are The Most Important Asset Part 3 - Walking the Talk I have spent my entire career working in the upstream oilfield environment and have found people to be a critical success factor in every company in which I have come in contact. In my last two posts on the value of employees to a...

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  • People Are The Most Important Asset, Part 2 - Employee Expectations

    June 15th, 2018

    People Are The Most Important Asset Part 2 - Employee Expectations I have spent my entire career working in the upstream oilfield environment and have found people to be a critical success factor in every segment in which I have worked. In Part 1, I commented on the reasons why people are the...

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  • People Are The Most Important Asset, Part 1 - Reasons

    June 8th, 2018

    People Are The Most Important Asset Part 1 - Reasons It is common to hear companies talk about how people are the most important asset. It is just as common to hear workers talk about being frustrated in their jobs and mistreated by the companies that employ them. Every company needs assets,...

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  • Remote Operations Provide a New Approach to Offshore Development

    June 6th, 2018

    Premier Oil Sea Lion Project Can operators afford not to seize the opportunity to capture the value of the digital transformation, and simultaneously turn the changing demographics in the workforce into a net gain now, rather than a looming struggle for the days (and years ahead)? Larry Forster...

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  • Monetizing Nigeria's Non-associated Gas Resources

    May 18th, 2018

    Nigeria has very significant natural gas resources, estimated to be the ninth largest in the world at nearly 200 trillion cubic feet (TcF) and the largest in sub Saharan Africa. A substantial portion of this gas is non-associated, and much of it has been discovered offshore, in shallow water and...

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  • Reducing Subsea Equipment Capex

    May 11th, 2018

    The primary driver for all projects should be disciplined spending. But, one of the most powerful tools for minimizing costs is standardization of equipment, yet it is one of the least used. System designs should target meeting requirements and avoid exceeding requirements. Focus should be on...

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  • The Struggle to Demonstrate Marketing ROI

    May 7th, 2018

    For any investment an organization makes, leaders want to see a return. Yet even as marketing and technology evolve and become more robust and sophisticated, many marketing leaders still struggle to demonstrate marketing ROI. Many marketing professionals argue that it is difficult if not...

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  • Late Life Oil Field Development

    May 3rd, 2018

    A shallow water asset off West Africa, already in production from multiple reservoirs with an FPSO and production platforms, needed a plan for its late-life oil field development. Production was declining. Oil prices were falling. Declining production needed to be replaced and operating expense...

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  • Meditation, Mindfulness, Meetings and Marketing Strategy

    May 1st, 2018

    Meditation, Meetings and Marketing Strategy I had the pleasure of attending Gopi Kallayil’s keynote at the Forum for Healthcare Strategy before our own presentation with Cleveland Clinic .  He highlighted some interesting observations regarding our new organ – the mobile device. ...

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  • OK for Healthcare Marketers to Say "No"

    January 1st, 2018

    It's OK for Marketers to Say No Here's How When did we start defining strategy based on the loudest voices? For many marketers, this has been happening since the first marketing dollars were fought for – and has continued since. Unfortunately, addressing the highest stated need has the...

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  • Keys to Brand Architecture

    May 1st, 2017

    Getting Organized with Healthcare Brand Architecture Maintaining a portfolio of brands is one of the toughest things for a marketing group – managing diverse styles, colors that don’t match, and graphics that don’t even make sense internally. If you were a family and drove up to the curb,...

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  • Overcoming Risks Producing Incident-free Arctic Oil

    April 23rd, 2014

    The industry needs to rebuild its Arctic capability to operate effectively at high latitudes. Arctic conditions can be daunting with sea-ice as one of the most pervasive challenges. Source: U. S. Coast Guard.   Great rewards are generally preceded by great risks. As the world price for crude oil...

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