A main priority in the integration process was to develop a management system and performance framework for StatoilHydro. This includes our value statements and operating model.
Clear goals and shared values are fundamentals for any company - and even more critical for a successful integration.
Rather than discussing differences in culture, we have focused on capturing best practices from both companies.
The challenge going forward is creating a common understanding and alignment by all employees regarding the StatoilHydro book.
We have started a process in the leadership teams to create alignment and commitment to business ambitions, strategic goals, and priorities as well as build ownership to our performance framework.
This process will be taken further to include all employees. Through dialogue and discussions we are trying to build the values into our daily work.
The focus for the design of the new organisation has been on facilitating safe and efficient operations, business development in Norway and abroad, first class project implementation and focused technology development.
Further, the organisational solution reflects the need to sustain geographically dispersed competence clusters, with a larger number of interdependencies and interfaces.
Therefore, we have given high priority to creating a common understanding of roles and responsibilities, to support cross border collaboration and ensure speed, quality and precision in execution.
