PetroDiAC

In the process industry, and specifically in the oil and gas sector, the continuous availability of essential utilities is crucial for maintaining process continuity. Electricity supply, in particular, represents lifeline of any process plant also a significant cost item. As a result, many operating companies choose to generate their own power and remain almost off-grid to ensure stable operations and insulate themselves from potential power disruptions. In Abu Dhabi, the Barakah Nuclear Power Plant was commissioned in stages: Unit 1 began operations in August 2020, Unit 2 in September 2021, Unit 3 in October 2022, and Unit 4 in March 2024. The plant has significantly contributed to providing a stable and reliable power supply—not only for domestic use and small- to medium-sized industrial facilities, but also for large, energy-intensive industries like the LNG processing plant. It is also considered a source of clean energy, as it emits no greenhouse gases, thus supporting the UAE’s c...

The Global LNG Industry: Navigating Investment Challenges Amid Market Evolution The global LNG industry has evolved rapidly over the past two decades, especially in recent years, taking center stage in the energy security policies of importing nations. Natural gas producers increasingly view LNG as a safer and more flexible option that allows them to reach a broader consumer base, extending beyond regional markets despite the added cost of liquefaction.  Simultaneously, importing countries have leveraged LNG to diversify supply risks by engaging with a wider base of producers. Today, LNG offers both producers and consumers a level of flexibility approaching that of the oil industry. With over 100 nations worldwide committed to NetZero by 2050 and many of them have set their targets. One of these relatively easy target is to shift from Coal based or heavy hydrocarbon based power generation to the natural gas where LNG is available in the spot market. We also find a country like USA ...

  Before diving into the specifics & tools of Strategic Management, it is essential to recognize the various types of strategies that organizations can adopt. These strategies are typically shaped by the organization’s goals, available resources, industry dynamics, and the broader market environment. In many cases, strategies can be implemented in a conjunctional or hierarchical manner, where broader, overarching strategies cascade down into more specific, functional or departmental str ategies. Broadly, these organizational strategies can be categorized as follows: 1. Corporate Strategies Corporate strategies focus on the overall scope and direction of the organization. These strategies determine where the company competes and how it manages its business units. Examples: Growth Strategy : Expanding the company through market penetration, market development, product development, or diversification. Example : A tech firm launching new software prod...

  We started the Strategy Capsules series over a month ago with the goal of simplifying how you can start, modify, or critique an organizational strategy. Initially, we looked at strategy through the lens of external consultants—meeting clients who believe they have the perfect winning strategy but can’t seem to make it work. Now, we’re continuing the series with a book that outlines a structured approach to developing, implementing, and improving organizational strategies. We will delve into these chapters and tools one by one with the aim to simplify these practices and help every stakeholder to be part of their organization development. Strategic Management- A Competitive Advantage Approach by Fred R. David and Forest R. David book provides a comprehensive, actionable framework for understanding, formulating, implementing, and evaluating strategies across industries. Widely adopted by academics, business leaders, and consultants, this book equips readers with the tools and i...

  When a strategy is laid out and a plan for implementation is in place, the immediate focus of management often shifts to how to convey the seriousness of their commitment to achieving target results. They emphasize overcoming obstacles, regardless of the excuses they might hear from their teams or middle management. However, this urgency can sometimes lead to unintended consequences, such as resistance from employees or managers. A common reaction is to remove dissenting voices and promote younger, more adaptable individuals who appear eager to embrace change. While this may seem like the right approach, especially when resistance stems from complacent leaders unwilling to grow, it also carries risks. Those resisting might be among the most loyal, knowledgeable, and insightful employees who genuinely believe the strategy is flawed, rigid, or poorly tailored to the organization's context. Ignoring such feedback could undermine the overall success of the strategy. In Good Strat...

Leadership plays a pivotal role in transforming an organization’s strategy from ineffective to impactful. According to Richard Rumelt’s Good Strategy/Bad Strategy , a good strategy requires a clear diagnosis, a guiding policy, and coherent actions. Yet, moving from a bad strategy to a good one demands more than just a framework; it requires leadership to inspire, plan, execute, and sustain change. As we are not aiming to delve into the treats of leadership team or how to differentiate between manager and leader, we are here only focused on what leadership team should do to ensure the strategy is actively and correctively transformed to action plans and executed accordingly This article outlines how leadership can initiate the transition, design a clear roadmap, enforce the new strategy, and measure performance to make course corrections when necessary. 1. Initiating the Change: Setting the Tone and Vision Leadership must first recognize the presence of a bad strategy and crea...