Teams: The Intersection of People and Organisational Structures in Integrated Operations

Teams: The Intersection of People and Organisational Structures in Integrated Operations

Dominic Taylor (Wipro Oil and Gas Consulting, UK)
DOI: 10.4018/978-1-4666-2002-5.ch006
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Abstract

The success and sustainability of the Integrated Operations (IO) initiative within the Oil and Gas industry is discussed in relation to the ways people work together and the organisational structures which support that work. Whilst collaboration has become a defining concept in the industry for optimal working, this chapter argues that other characteristics found in the concept of teamwork are of equal importance in achieving the aims of the IO project. Teams and high-performing teams can provide a framework for understanding how groups of people within the workplace can respond to the dynamic environments of the oil and gas industry and fulfill the objectives of IO. The chapter presents some tactics for creating high-performing teams within this domain and presents two case studies to show the importance of teamwork in realizing the goals of Integrated Operations.
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People And Organisational Factors In Io Programmes

The typical IO initiative is usually described within a tri-partite or four-part framework of Technology (including both engineering hardware and information technology), Process and People. The fourth element, arguably a later addition, relates to the organisational context of structures, governance and incentives in which the IO program functions (Edwards, Mydland & Henriquez, 2010).

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