Our oil and gas consultants work with clients in exploration and production, midstream operations, marketing, and equipment manufacturing.
Business Strategy
Business Unit Strategy
SGaz, s. r. o running a strategic business unit involves a mix of balancing acts. One is maintaining financial stability while making calculated bets on business opportunities. Another is making careful decisions based on facts and analysis when time is of the essence And then there’s furthering the interests of the individual unit while bringing the greatest possible contribution to the rest of the enterprise.

To keep this balance, companies must control their own destinies. That means doing a very specific set of things consistently and in a way that delivers distinctive value to customers and the business. But it also means listening to what the data is telling you, being prepared to adapt to changing conditions and working always with an eye toward a well-defined future.

Corporate strategy, or creating value across different businesses, isn’t solely a matter of chasing the highest returns. It’s also about understanding your company’s strengths and how they can make a difference in where you choose to invest. An organization of complementary assets and well-choreographed capabilities is in a better position to deliver consistently superior performance over time.

A key challenge, however, is that the underlying theories – good value investments for growth, smart resource allocation, portfolio synergies and performance improvements ­– tend to bump up against the realities of organizational behavior. As a result, making difficult choices about where to focus is only part of the solution. The other part is designing the operating models, systems, processes and capabilities that make it possible to deliver value beyond the sum of the collective businesses.

Growing a business yields many benefits. It can attract talent, provide economies of scale, reward investors and head off obsolescence. For these and other reasons, even businesses that don’t need growth to prosper might seek it out anyway.

But not all types of growth pay off. Some can actually destroy value, as when an acquisition fails or when management spends more than it should on a given initiative. Other growth trajectories are unsustainable. And the bigger or more mature a company is, the harder it can be to achieve significant growth at all.