While most corporations should be optimizing their company cultures, energy companies specifically need to move the needle on driving forward innovative culture for its employees. Getty Images

The prevailing economic environment has made innovation essential to gaining a competitive edge in the oil and gas industry.

Global economic shifts and the unstable oil market have been considerable factors inhibiting the advancement of innovation in the oil and gas sector. Oil prices have not significantly increased in the past four to five years, while investors and Wall Street hold corporate executives accountable for capital discipline.

In light of these trends, corporate culture and innovation are key factors that hold the potential to drive novelty in the next upcycle. To bring value to shareholders, the oil and gas industry needs to nurture an environment that fosters a radically innovative culture to create new product lines and markets, unique ecosystems, product content, and processes.

Culture from the top down

Organizational culture is one of the essential dynamics that drive innovation. Employee behavior helps influence and promote the acceptance of innovation as a fundamental corporate value. Organizations are therefore admonished to concentrate on fostering an innovative culture that allows the growth of new ideas.

This culture needs to be created by deliberate action on the part of leaders of industry or by indirect measures such as composition and institutional policy directions. A model of innovative culture which translates into cultural transformation emerges as a result of this deliberate action and institutional policy directions.

Various studies over the years have examined innovative culture models focused on cultural characteristics or factors. A comprehensive, innovative culture model that incorporates cultural traits and their determinants is reviewed in this contemplative piece.

Execution  culture vs. innovative culture

In her book, "The Culture Map: Breaking Through the Invisible Boundaries of Global Business," Erin Meyer explains that "ambidextrous culture" is the concurrent search of flexibility and alignment at a business unit/sector which is linked to several organizational outcomes including improved performance and innovation.

This ambidextrous culture can be divided into two broad categories: Execution culture and innovative culture. Execution culture is a working environment that is more process- and task-driven to get things done. The oil and gas industry has typically favored the execution culture, where there is a central decision-maker at the head of the table. Research and recommendations on pertinent matters are typically presented to decision-makers who sit through a PowerPoint presentation. Subsequently, a decision is made based on the facts presented via PowerPoint presentation.

One critical demerit of this setup is that it usually leans towards low-risk conservative judgment. The executive lifestyle has worked in the past in the oil and gas industry due to the high fixed cost, and the "failure is unacceptable" approach in the industry.

With new technologies such as 3D printing, predictive analytics, machine learning, and deep learning, one can test some ideas or thoughts through rapid prototyping in a lab setting to test their hypothesis. Therefore, this type of culture as a sole approach to decision-making in the industry may need to be reconsidered.

Meanwhile, innovative culture is a work environment where leaders encourage and nurture unorthodox thinking in approaching problem solutions and applications. If the energy industry leaned more toward this style of culture, it would help foster innovation and accelerate the innovation landscape in the industry.

Innovative culture is a more design-oriented approach that generates a large pool of options and also incorporates a visual thinking framework. It enhances a creative mode for the audience, and everybody in the company ends up being a decision-maker. This type of culture fosters open innovation, eliminates the fear of expression, and pushes for more collaboration and creativity in the ecosystem.

According to a recent survey done by Accenture Strategy, 76 percent of leaders say they regularly empower employees to be innovative, while only 42 percent of employees agree. This shows an apparent disparity in more than the perceptions of employers versus employees and the belief that innovative culture is not promoted by middle management. This barrier can be broken down by instituting and enforcing an innovative culture.

Staying agile in a transforming world

The world has changed, and it will continue to transform. Various factors are disrupting traditional methods of business management across the globe, and organizational behavior is being impacted significantly. For an organization to be competitive globally, it requires innovation and creativity.

The rate at which businesses are facing competition requires agility. Employees are pressured to give their best and to come up with new ideas at a level even beyond some of history's greatest minds. For many, uncertainty and insecurity abounds. The fear of being made redundant and a resulting lack of trust prevents creativity among employees.

Trust, productive gameplay, and fun — critical components of an innovative culture — can spark creativity and increase global competitiveness. Due to the recent downturn, most teams are burdened with the same amount of work, which was meant for double or tripled their workforce and are still expected to perform at their peak capability. They need the right conducive environment to function.

Implementing action

While the energy industry should avoid trying to copy innovative practices from technology companies, oil and gas companies should review possible case studies that can be incorporated in fostering an acceptable culture for millennials to be attracted to the industry.

Presentation is important

Take a look at your marketing materials, for instance. Skip the stereotypical image of the macho oil guy on a rig operating the brake handle and showcase how the industry is adapting open innovation across sectors such as using predictive analytics and rapid prototyping to help design a safe working environment. Showcasing the conducive culture we experience in oil and gas, which challenges us to think outside the box and solve the world's energy problems will be an excellent way to create opportunities internally in companies and also attract and retain talent from different backgrounds and industries to help solve the world's energy problems.

Consider flexible work initiatives

To help establish and foster an innovative culture in oil and gas, the industry needs to embrace virtual and remote working environments, retraining and refresher courses to keep employees' skills relevant to solving problems, leaders setting a positive example on work-life balance and cutting down or avoiding long-distance travel via virtual meetings. Others essential pointers to consider are, giving employees the freedom to be themselves at work, leadership or management having a positive attitude towards failure, allowing remote work on days on which employees have personal commitments, networking events with company leaders scheduled during office hours, having an open channel for the report of sexual discrimination/harassment incident(s) to the company, among others.


I'd like to close with a quote from another influential book, "The Innovator's Dilemma," by Harvard Professor Clay Christensen. He writes, "When an organization's capabilities reside primarily in its people, changing to address new problems is relatively simple. However, when the capabilities have come to live in processes and values and especially when they have become embedded in culture, change has become extraordinarily complicated."

Establishing a uniquely innovative culture within the energy industry will be a great foundation going forward, for spurring progress in the oil and gas sector.

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Nii A. Nunoo is senior associate and management consultant within Strategy and Energy Core Operations at KPMG.

ConocoPhillips is one of America's best employers. Photo courtesy of ConocoPhillips

Houston energy leader earns spot among America's 50 best workplaces

Best of the Best

A major Houston energy player is raking in the awards. Austin-based Indeed recently revealed its list of the top 50 workplaces in the U.S., and Houston-based ConocoPhillips is joined by two other Texas companies.

To identify these top-rated workplaces, Indeed's data team mined the 100 million employee reviews on its own website and analyzed those from companies also featured on this year's Fortune 500 list.

ConocoPhillips has been exploring and producing oil and natural gas since 1875 and maintains its secret to success lies in the mantra "it's not just what we do — it's how we do it." It lands at No. 35, with employees praising the work-life balance and noting how they feel valued and respected.

Coming in at No. 3, Southwest earned raves for its supportive and fun environment, competitive pay, flexible work schedule, and enviable benefits (including free travel). Founded in 1967, the world's largest low-cost carrier also ranked No. 11 on Fortune's list of world's most admired companies for 2019.

Once based in Aliso Viejo, California, construction and engineering giant Fluor Corp. moved its headquarters to Irving in 2006. It takes the No. 17 spot on Indeed's list, and also resides on the Fortune 500 list with a 2018 revenue of $19.2 billion and more than 53,000 employees worldwide.

California clinches the rest of the top five, with Adobe (San Jose), Facebook (Menlo Park), Live Nation (Beverly Hills), and Intuit (Mountain View) demonstrating how tech and entertainment continue to remain popular industries for eager employees.

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This story originally appeared on CultureMap.com.

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Houston SaaS startup closes $12M series A funding round with support from local VC

money moves

A Houston startup with a software-as-a-service platform for the energy transition has announced it closed a funding round with participation from a local venture capital.

Molecule closed its $12 million series A, and Houston-based Mercury Fund was among the company's investors. The company has a cloud-based energy trading and risk management solution for the energy industry and supports power, natural gas, crude/refined products, chemicals, agricultural commodities, softs, metals, cryptocurrencies, and more.

"We led the seed round of Molecule upon their formation and are excited to participate in their series A," says Blair Garrou, co-founder and managing director of Mercury, in a news release. "Molecule's success in the ETRM/CTRM industry, especially in relation to electricity and renewables, positions them as the company to beat for the energy transition in the 2020s."

The company will use its new funds to further build out its product as well as introduce offerings to manage renewables credits, according to the release.

"In 2020, we realized that electricity — the growth commodity of the 2020s — represented over half of Molecule's customer base, and we decided to double down," says Sameer Soleja, founder and CEO of Molecule, in the release. "We were also rated the No. 1 SaaS ETRM/CTRM vendor. With this fundraise, we have the fuel to become No. 1 SaaS platform for power and renewables, and then the market leader overall.

"Molecule is ready to power the energy transition," Soleja continues.

Molecule's last round of funding closed in November 2014. The $1.1 million seed round was supported by Mercury Fund and the Houston Angel Network.

Houston-based afterlife planning startup launches new app

there's an app for that

The passing of a loved one is followed with grief — and paperwork. A Houston company that's simplifying the process of afterlife planning and decision making is making things even easier with a new smartphone app.

The Postage, a digital platform meant to ease with affair planning, recently launched a mobile app to make the service more accessible following a particularly deadly year. The United States recorded 3.2 million fatalities — the most deaths in its history, largely due to the coronavirus pandemic.

After losing three family members back-to-back, Emily Cisek dealt first hand with the difficulty of wrapping up a loved one's life. She saw how afterlife planning interrupted her family's grieving and caused deep frustration. Soon, she began to envision a solution to help people have a plan and walk through the process of losing someone.

The Postage, which launched in September, provides a platform for people to plan their affairs and leave behind wishes for loved ones. The website includes document storage and organization, password management, funeral and last wishes planning, and the option to create afterlife messages to posthumously share with loved ones.

"Right now, as it stands ahead of this app, end-of-life planning is really challenging. It's this daunting thing you have to sit down and do at your computer," says Cisek. Not only is it "daunting," but it's time-consuming. According to The Postage, families can expect to spend nearly 500 hours on completing end-of-life details if there is no planning done in advance.

With more than 74 percent of The Postage's web traffic coming from mobile users, an app was a natural progression. In fact, Entrepreneur reports the average person will spend nine years on their mobile device. Cisek wanted to meet users where they are at with a user-friendly app that includes the same features as the desktop website.

"What we wanted to do [with the app] is make it so easy to plan your life and the end of your life using one click — as easy as it was for posting and commenting on social media," explains Cisek. "People are so used to reflecting on those behaviors and clicking one button to add a picture ... we wanted to make it that simple," she continued.

Cisek and her team focused on providing a "seamless experience" within the app, which took approximately four months to build, which mirrors the desktop platform.

Though The Postage's website had mobile functionality, the app includes the ability to record and upload content. Whether snapping a picture of their insurance policy or recording a video to share with loved ones, The Postage app allows users to capture photos and videos directly within the app.

After snapping a picture, "the next step inherently is sharing it with your loved ones," says Cisek. Photos, family recipes and videos can easily be shared securely with loved ones who accept your invitation to The Postage so "that legacy continues on," she says.

Since The Postage's fall launch, the company has grown a steady base of paid subscribers with plans to expand.

"We're really starting to change the way people plan for the future," says Cisek.