Adapting to exogenous shocks (e.g., COVID-19, natural and man-made disasters) and major technological, regulatory, and customer preference trends (e.g., a move toward low carbon and renewable energy sources) is not a new challenge for organizations in the energy industry. Though it is perhaps more important than ever! 

Senior leaders — including the CEO and other members of the ‘top team’ — are recognizing that they alone cannot set and implement the organization’s strategy for the future. They must engage individuals and groups across organizational levels in strategic conversations and effective collaboration as part of a coordinated strategic leadership system. 

An organization’s ability to adapt to today’s challenges is enhanced by diagnosing strategic and network vulnerabilities and improving the effectiveness of their strategic leadership systems. If left unaddressed, these vulnerabilities can undermine strategic decision-making and organizational success by disrupting communication and influence among members of the ‘top team’ and the broader system of strategic leaders and groups in the organization.

Energy companies are invited to participate in an ongoing research project which uses social network analysis to reveal how leaders and teams really collaborate, communicate, and make decisions that impact organizational performance. Because this project is sponsored by the National Science Foundation, companies can participate at this time at no financial cost. 

Please listen to Greg Bean, Director of the Gutierrez Energy Management Institute (GEMI) discuss how participating in this project benefits energy companies.

If you’re interested in participating, learn more about the feedback provided and the process used to gather this information, or just contact our research team.