国际大石油公司敏捷型组织变革及启示——以bp、埃克森美孚为例

Agile organizational reform and inspiration of international major oilcompanies—Take bp, ExxonMobil as examples

敏捷型组织是企业组织由封闭向开放转变的一种高级形式,属于客户价值型、利益相关者价值型的组织形态,其特征包括构建分布式价值创造模式、建立赋能式团队、形成快速决策和学习的循环模式、激活员工和加速技术迭代。传统石油公司的组织管理模式已经不能适应复杂多变的环境、多元化业务协同发展、以客户需求为导向的价值创造模式的改变等,快速、敏捷和高效的组织形式变得至关重要。bp公司的“事业部+集成管理”模式和埃克森美孚“低结构性成本”模式是向敏捷组织转变的积极探索。中国石油企业传统的直线型、职能型管理模式已经不能适应新的发展要求,需要从管理理念到实践上对企业组织体系进行敏捷化变革,包括树立敏捷型的组织管理理念、加快组织机构敏捷化转变、加强敏捷性领导力培育。

Agile organization is an advanced form of enterprise organization from the closed to the open,belonging to the organization form of customer value and stakeholder value,whose characteristics include building distributed value creation mode,establishing empowered teams,forming rapid decision-making and learning cycle mode,activating employees,and accelerating technology iteration.The traditional organization and management model of oil companies can no longer adapt to the complex and changing environment,the synergistic development of diversified businesses,and the change of customer demand-oriented value creation model,etc.,and the rapid,agile,and efficient form of organization become crucial.bp’s“division business+integrated management”model and ExxonMobil’s“low structural cost”model have become the most important.bp’s“low structural cost”model and ExxonMobil’s“low structural cost”model are the positive explorations of the change to an agile organization.The traditional linear and functional management models of Chinese oil companies can no longer meet the new development requirements,and it is necessary to carry out agile change of the enterprise organization system from the management concept to practices including establishing an agile organization management concept,accelerating the agile organization reform,and strengthening the cultivation of agile leadership.