重塑重置：从大胆的计划到务实的行动

Meet the authorsSpecial thanks to the following contributors:PedroBeltramino, Piera Pedemonte, Mohd Arif and Gargi Chakrabarty.Muqsit AshrafLead–StrategyMuqsit leadsAccenture Strategy,a multibillion-dollar business unitacross more than 40 industries inover 120 countries that helpsclients tap new marketopportunities and execute large-scale transformation initiatives. Heis also a member of Accenture’sGlobal Management Committee.Prior to this role, Muqsit ledAccenture’s Energy industrysector, helping companiesreinvent to improve returns andbecome more sustainable. Muqsitattended Yale University and nowlives in Houston.in Houston.Aleek DattaManaging DirectorStrategy & Consulting, EnergyFor more than 15 years, Aleek has beenadvising oil and gas leaders across theenergy value chain on business strategy,large-scale transformation programs andenterprise innovation. He has a particularpassion for helping energy leadersunlock and maximize the potential oftheir workforces.Aleek also leadsAccenture’s Energy Industry Assets andInsights team, which isresponsible forproducing market-leading thoughtleadership. Aleek earned an MBA fromCarnegie Mellon University and lives inLondon. Diana AlcalaSenior ManagerStrategy & Consulting, EnergyDiana works with oil and gascompanies across the value chain inthe US and Latin America,helpingthem optimize operations, developtheir digital strategies and preparetheir talent and organizations forindustry shifts. More recently, shehas been advising oil and gasleaders on how to reinvent theircompanies for the energy transition,including integrating newbusinesses into their portfolios.Diana earned an MBA from the MITSloan School of Management andlives in Houston. Lasse KariSenior PrincipalAccenture Research, EnergyLasse has 15 years of market andbusiness research expertise ineconomic value modeling andindexing,along with globalexecutive and consumer surveys.Most recently, his work has focusedon the reinvention of the oil and gasindustry, cross-sector energytransition topics and overallindustrial decarbonization. Lassespeaks regularly at major industryevents and is based in Düsseldorf. 2 Launched in 2021, Accenture’s Oil and Gas Reinvention Indexmeasures how successfully energy companies address thechallenges of energy transition, their progress toward reinventionand the outcomes they want to achieve.We base the index scores—and subsequent insights—oncompanies’ actions and ambitions in five areas:Competitiveness,Carbon, Connectivity,CustomerandCulture(see Figure 1).These “5Cs” reflect the current imperatives of the energyindustry. They also provide a useful framework fortransformation. We believe that addressing them holistically isthe only way energy companies can achieve a step change inreinvention across the entirety of their value chains. Figure 1.Actions taken to address five imperatives (the “5Cs”) that underpin a step change in reinvention01CompetitivenessShapearesilientportfolio andoperating model,including ways ofworking, that achieveincremental returnsthrough cycles Achieve carbonneutrality bytransforming/shiftinginvestments,operations andproductsEnablean intelligentand secureenterprise with end-to-end connectivity,optimization andautonomouscapabilitiesDeliver superior(B2B and B2C)customerexperiencesthrough design,services andformats/channelsBuild a distinctpurpose-led cultureand employeeexperiences with anemphasis oninnovation and agility02Carbon03Connectivity04Customer05Culture One of the most telling findings from our 2022 Reinvention Indexresearch is that only half as many companies (11%) are pursuing “radicalreinvention” compared to just a year ago (21%). These companies aremoving beyond significant or fundamental change to dramaticallytransform how they will compete and thrive in the years ahead.Only half as many companies (11%) arepursuing “radical reinvention” comparedto just a year ago (21%).Global factors likely affecting thedrop in radical reinvention thisyearinclude inflationarypressures, supply chaindisruptions, and a new focus onenergy security followingRussia’s invasion of Ukraine.These, along with other localizedissues, are impacting the scale,aggressiveness and expectationsof energy transformations underway today.But this does not mean thatreinvention has been paused.Rather, what our researchshows is that certainimperatives,investments andexpectations (such as thoserelated to carbon reduction)are being tempered. 5 We believe that radical transformation, typically limited to one or twoareas within an organization, must evolve to a more balancedtransformation across all 5C areas. Each area is a criticalpillar ofreinvention and should be prioritized equally.This is not yet happening. However, this year's analysissuggests that companies are beginning to rethinkreinvention and embrace a moreholistic approach thataddresses the enterprise in its entirety.While leaders still prioritize competitivenessand carbon reduction, thereare some signsthat they arestarting to p