Management and Leadership- A case study of Royal Dutch Shell
Research Paper 3:
Leadership and Management: A case study of Royal Dutch Shell
Submitted
Management and Leadership
MGMT 704 - 102
October 15th, 2013.
Introduction
A change in a company’s leadership can trigger a shift in strategy and is usually followed by periods of convergence. The convergence periods are characterized by small incremental changes which have both advantages and disadvantages. A company leader with high social intelligence can leverage on the advantages of the convergence period and reduce the effects of possible disadvantageous factors, by implementing the principles of evidence based management.
This research paper evaluates Shell’s performance against the principles of evidence-based management; it identifies the company’s points of convergence in the last five years and finally discusses two social intelligences qualities best characterized by the Chief Executive Officer, Peter Voser.
Royal Dutch Shell Increases Performance Using Evidence-Based Management
The Shell 2012 Annual report highlighted progress in performance and some achievement in the company’s operations and business activities. The review by the Chief Executive Officer, Peter Voser, identifies accomplishments in 2012 by continuous expansion of company’s portfolio and harnessing innovation. This has helped underpin Shell’s strong record in growth rate in earnings per share and cash flow from operating activities over the past. Records of past success stories in notable conventional exploration discoveries and appraisals, helped to push Shell’s portfolio expansion; adding to new exploration acreage in 2012 and positions in liquid-rich shale. In harnessing innovation, shell continues to fine-tune existing global businesses and network of technology to support new business opportunities; building its future by investing in project that help drive growth. (Shell, 2012)
Critically looking into some obvious factors has helped Shell reduce its exposure to risks. The
Leadership and Management: A case study of Royal Dutch Shell
Submitted
Management and Leadership
MGMT 704 - 102
October 15th, 2013.
Introduction
A change in a company’s leadership can trigger a shift in strategy and is usually followed by periods of convergence. The convergence periods are characterized by small incremental changes which have both advantages and disadvantages. A company leader with high social intelligence can leverage on the advantages of the convergence period and reduce the effects of possible disadvantageous factors, by implementing the principles of evidence based management.
This research paper evaluates Shell’s performance against the principles of evidence-based management; it identifies the company’s points of convergence in the last five years and finally discusses two social intelligences qualities best characterized by the Chief Executive Officer, Peter Voser.
Royal Dutch Shell Increases Performance Using Evidence-Based Management
The Shell 2012 Annual report highlighted progress in performance and some achievement in the company’s operations and business activities. The review by the Chief Executive Officer, Peter Voser, identifies accomplishments in 2012 by continuous expansion of company’s portfolio and harnessing innovation. This has helped underpin Shell’s strong record in growth rate in earnings per share and cash flow from operating activities over the past. Records of past success stories in notable conventional exploration discoveries and appraisals, helped to push Shell’s portfolio expansion; adding to new exploration acreage in 2012 and positions in liquid-rich shale. In harnessing innovation, shell continues to fine-tune existing global businesses and network of technology to support new business opportunities; building its future by investing in project that help drive growth. (Shell, 2012)
Critically looking into some obvious factors has helped Shell reduce its exposure to risks. The