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.

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Rice University spinout lands $500K NSF grant to boost chip sustainability

cooler computing

HEXAspec, a spinout from Rice University's Liu Idea Lab for Innovation and Entrepreneurship, was recently awarded a $500,000 National Science Foundation Partnership for Innovation grant.

The team says it will use the funding to continue enhancing semiconductor chips’ thermal conductivity to boost computing power. According to a release from Rice, HEXAspec has developed breakthrough inorganic fillers that allow graphic processing units (GPUs) to use less water and electricity and generate less heat.

The technology has major implications for the future of computing with AI sustainably.

“With the huge scale of investment in new computing infrastructure, the problem of managing the heat produced by these GPUs and semiconductors has grown exponentially. We’re excited to use this award to further our material to meet the needs of existing and emerging industry partners and unlock a new era of computing,” HEXAspec co-founder Tianshu Zhai said in the release.

HEXAspec was founded by Zhai and Chen-Yang Lin, who both participated in the Rice Innovation Fellows program. A third co-founder, Jing Zhang, also worked as a postdoctoral researcher and a research scientist at Rice, according to HEXAspec's website.

The HEXASpec team won the Liu Idea Lab for Innovation and Entrepreneurship's H. Albert Napier Rice Launch Challenge in 2024. More recently, it also won this year's Energy Venture Day and Pitch Competition during CERAWeek in the TEX-E student track, taking home $25,000.

"The grant from the NSF is a game-changer, accelerating the path to market for this transformative technology," Kyle Judah, executive director of Lilie, added in the release.

5 ways technology is transforming the workplace for people with disabilities

Guest Column

When Camp For All opened its barrier-free gates more than 30 years ago, our founders believed that design could level the playing field for children and adults with challenging illnesses, disabilities, or special needs. Today, that same philosophy is necessary for workplaces across Greater Houston and beyond; only now the ramps and handrails are digital as much as physical, powered by artificial intelligence (AI) and innovation.

Technology has significantly transformed the workplace for individuals with disabilities, making it easier for them to perform their roles with greater efficiency and independence. Tools such as ergonomic workstations, adaptive keyboards, closed captioning, dictation software, screen magnifiers, and robotics help customize the work environment to accommodate various needs. Additionally, advancements in remote work technology have opened the door to broader employment opportunities, reducing physical barriers to participation in the workforce.

Here are five ways that technology turns “reasonable accommodation” into universal enablement and why every employer should take note.

From closed-captioning to real-time conversation

Ten years ago, businesses relied upon human typists and translators to convert conversations and presentations for those with disabilities. Today, AI speech-to-text engines like Microsoft 365’s Live Captions or Google Workspace’s Meet Transcripts render spoken words into on-screen text across 40-plus languages and dialects in milliseconds. This means deaf and hard-of-hearing employees can follow rapid brainstorming sessions without waiting for a post-meeting transcript.

If you are not already using these tools in your workplace, it is easy to start. Most of these services are free or very low-cost, but produce a high return in employee productivity. Individuals with hearing deficiencies can participate in real-time conversations, give feedback, and bring their unique perspectives to the conversation. These tools also enhance productivity for the larger team by providing all employees with a greater flow of ideas, engagement, and recall.

Voice is the new keyboard

Voice assistants like Siri, Alexa, and Windows Voice Access have matured into integrated tools for everyday life and business. They can now handle paragraph-length dictation, code snippets, and complex spreadsheet commands.

Workers with limited dexterity or sight can participate fully in work tasks, which can level the playing field so everyone can succeed and contribute significantly to the workplace. Additionally, voice-assisted technology can help older employees or employees with differing physical needs continue working longer and retain vital organizational knowledge and expertise, contributing to their team's success.

Readability and writing coaches at scale

The new and highly sensitive AI-powered editors, such as GrammarlyGO and Microsoft Editor, flag jargon, suggest plain-language rewrites, and even adjust tone for cognitive accessibility. This can be a game-changer for neurodivergent professionals, including people with dyslexia or ADHD, as they have to use less brain power decoding dense emails and can get help writing responses in their workplace correspondence.

Again, these free or low-cost tools enable all team members to contribute their unique ideas and perspectives when working together to address workplace challenges, better serve clients, and increase productivity.

Alternative text that captures context

Image-recognition models can now draft alt-text beyond “blue shirt on chair.” Tools like Adobe’s Intelligent Captioning or Meta’s Automatic Alt Text describe emotion, action, and even brand context, giving screen-reader users a richer experience.

Employees with blindness or low vision are more likely to navigate online documents, presentations, and requests independently. These technologies also reduce workloads on marketing teams and help them meet accessibility standards without extensive labor and time.

For businesses that want a varied workforce that brings multiple perspectives, these tools give them a power that hasn’t been harnessed before. If employees living with disabilities have more tools at their disposal, they can, in turn, target specific customers in new ways.

Robots and exoskeletons

Many of us remember The Jetsons cartoon show from the 1960s and how far-fetched their housekeeper robot Rosie seemed then. But now, affordable robots and wearable devices to support employees with spinal cord injuries, chronic pain, and disabilities are helping perform repetitive tasks and reducing strain for everyday work tasks.

These devices may revolutionize unemployment to full-time employment opportunities for many individuals. Devices like ABB’s GoFa and Ottobock’s Paexo can help employers reduce injury claims and retain skilled staff; it’s truly a win-win for employees and employers.


The impact is universal

Eight-foot-wide accessible sidewalks, like the ones we have at Camp For All, help wheelchair users, parents pushing a stroller, and travelers rolling luggage. Similarly, AI captions level the playing field for hearing-impaired colleagues, neurodiverse team members, aging professionals, and every employee skimming a meeting on mute. When we treat accessibility as an innovation driver rather than a compliance checklist, we unleash the potential of productivity, loyalty, and creativity throughout our organizations and companies.

Camp For All sees this throughout the year: when design removes barriers, people discover abilities they never knew they had. Let’s bring that spirit into every Houston boardroom and breakroom — because an inclusive workplace isn’t just the right thing, it’s the smart thing.

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Pat Prior Sorrells is president and CEO of Camp For All, a Texas-based nonprofit organization. Located in Burton, Texas, the 206-acre Camp For Allsite was designed with no barriers for children and adults with special needs to experience the joy of camping and nature. Camp For All collaborates with more than 65 nonprofit organizations across the Greater Houston area and beyond to enable thousands of campers and their families to discover life each year. She speaks regularly on the need for inclusive design in public spaces.

CPRIT grants $22M to bring top cancer researchers to Houston

fresh funding

Several prominent cancer researchers are coming to the Houston area thanks to $22 million in grants recently awarded by the Cancer Prevention and Research Institute of Texas (CPRIT).

The biggest CPRIT recruitment grant — $6 million — went to genetics researcher Jean Gautier. Gautier, a professor of genetics and development at Columbia University’s Institute for Cancer Genetics, is joining the University of Texas MD Anderson Cancer Center to continue his research.

The website for Gautier’s lab at Columbia provides this explanation of his research:

“The main objective of our research is to better understand the molecular mechanisms responsible for the maintenance of genome stability. These controls are lost in cancer, which is characterized by genomic instability.”

Aside from his work as a professor, Gautier is co-leader of the Herbert Irving Comprehensive Cancer Center’s Cancer Genomics and Epigenomics Program at Columbia.

Other recipients of CPRIT recruitment grants include:

  • $2 million to recruit Xun Sun from the Scripps Research Institute to the University of Texas Medical Branch at Galveston.
  • $2 million to recruit Mingqi Han from the University of California, Los Angeles to MD Anderson.
  • $2 million to recruit Matthew Jones from Stanford University to MD Anderson.
  • $2 million to recruit Linna An from the University of Washington to Rice University.
  • $2 million to recruit Alissa Greenwald from the Weizmann Institute of Science to MD Anderson.
  • $2 million to recruit Niladri Sinha from Johns Hopkins University to the Baylor College of Medicine.
  • $2 million for Luigi Perelli to stay at MD Anderson so he can be put on a tenure track and set up a research lab.
  • $2 million for Benjamin Schrank to stay at MD Anderson so he can be put on a tenure track and set up a research lab.

Over $20.2 million in academic research grants were awarded to researchers at:

  • Baylor College of Medicine
  • Houston Methodist Research Institute
  • Rice University
  • Texas Southern University
  • University of Houston
  • University of Texas Health Science Center at Houston
  • University of Texas MD Anderson Cancer Center
  • University of Texas Medical Branch at Galveston

In addition, nearly $4.45 million in cancer prevention grants were awarded to one researcher at the University of Texas Medical Branch at Galveston and another at Texas Southern University.

Also, five Houston businesses benefited from CPRIT grants for product development research:

  • Allterum Therapeutics, $2,999,996
  • CTMC, $1,342,178
  • Instapath, $900,000
  • Prana Surgical, $900,000
  • InformAI, $465,188

“Texas is a national leader in the fight against cancer,” said Kristen Pauling Doyle, CPRIT’s CEO. “We can measure the return on investment from CPRIT grants … not only in the economic benefits flowing from increased financial activity and jobs in the state, but more importantly in the cancers avoided, detected early, and treated successfully. Thanks to the Legislature’s vision, this commitment is saving lives.”

Overall, CPRIT approved 61 grants totaling more than $93 million in this recent round of funding.