You are reading: Aligning a large organisation with the bigger picture

Aligning a large organisation with the bigger picture

Global Oil & Gas
Business Transformation

1. Overview

Woodside is the largest Liquified Natural Gas (LNG) producer in Australia.

In early 2012, the newly appointed CEO, Peter Coleman, engaged Keogh to take the lead in developing a high-performance culture and organisational transformation for Woodside.

2. Woodslide At A Glance

US$5,240m Revenue
US$32,353m Market Cap
AU$2.10 EPS

3. The Challenges

What was important to achieve?

In early 2012 relations with venture partners and governments were strained. Senior Management were not aligned, middle management was disenfranchised.

An employee survey showed many anticipated leaving the organisation within three to four years. Although employees were performing well in their teams, the CEO felt that they had lost sight of the “bigger picture”.

4. The Keogh Approach

Working with Woodside to design a high-performance culture

Keogh led the OD transformation team, which included Bain & Company, who were tasked with working with the Executive and Board on the strategy and improving performance, systems and structures.

Keogh proceeded to do a deep dive into the organisation culture, starting with the Executive Team in identifying the critical behaviours they need to achieve a high performing culture.

5. Summary of the Results

Woodside’s employee engagement scores continue to increase, now nearing high performance norms.

Employees feel motivated to work with others to find new and better ways of doing things, and are closely aligned to the organisation’s values.

The most recent employee survey reveals more than 80% of employees feel that their immediate supervisor’s behaviour was consistent with Woodside’s values.

Senior Leaders now describe the Executive Team as a united team, working off the same song sheet. We continue to work with the Executive Team and the next two levels of leadership, as Woodside continues to implement their strategy. This work results in several leadership forums over the course of the year, designed to build alignment and trust amongst the team and grow the capabilities they need to take the organisation forward.

We collaborate with an internal design team to co-design forums. A significant recent achievement is transitioning the facilitating of these forums to internal leaders, in keeping with our commitment to building internal capability and reducing our footprint over time.

Keogh has the ability to confront the organisation in a way that we weren’t willing to do, but to do it in a way that we understood.

Peter Coleman, CEO & Managing Director