中国石油海外项目共享管理模式实践——兼议跨国石油企业共享管理模式

CNODC's shared-management model practices in projects abroad——Multinational oil companies' shared-management model

介绍中国石油PK公司和印尼公司共享管理模式及运营实践,探索跨国石油公司共享管理模式的构建思路、基本框架和关键要素。认为中国石油在海外的项目管理仍需要更多的实践探索和管理创新,在探索基本运营模式的基础上进行个性化、详细化的设计和研究,建立合规、管控有效和"谁受益、谁付费"的国际化、市场化运营管理思想,树立"管理过程创效"的新思维。

PetroChina's PetroKazakhstan Company's and PetroChina International Companies in Indonesia's shared-management model and operating practices are introduced, and multinational oil companies' concept, basic framework, and key elements for construction of a shared-management model are explored. CNODC has a long way to go to implant a shared-management model in project management abroad, especially because it relies only on case studies and theory rather than experience in exploring and managing innovation. CNODC needs more practice and experimentation to address three concerns: First, when to establish an appropriate shared management model for different overseas companies, where personalized, detailed design and research are needed as the basis for the basic model? Second, to develop internationalized and marketization-friendly operational management thinking, such as regarding compliance, effective control and 'no pain, no gain'. Third, to establish new management thinking in favor of a 'results-achieving management process' that brings profits.