bp
reduce by at least one million barrels of oil equivalent a day , or 40 %, from 2019 levels . Its remaining hydrocarbon portfolio is expected to be more cost and carbon resilient . These are ambitious goals , and to be able to achieve them while keeping everybody ’ s best interests at heart , the organisation needs to adopt an agile mindset .
Long-term goals aside , bp employees are working at constantly reinventing processes and focusing on incremental gains . Coupled with this agile mindset is the need to have a digital outlook – listening to the voice of the customer and improving along the way .
And lastly , having a growth mindset both internally and externally , allowing the organisation as well as its partners to grow beyond factors such as cost and time . To this , Nick adds “ We used to be supplyled , meaning we had a commodity and we would release that to the market and that ' s our bread and butter . But as we reinvented ourselves and created a more digital organisation , we became demand-led , listening to the needs of our customers , regions , cities and the wider society .”
Nick ’ s leadership style is also a testament of his commitment to growth , and he nurtures a culture of incremental learning within his department . Nick ’ s teams are encouraged to learn from experimentation and celebrate their failures , rather than slowly applying tried and tested measures . He believes in providing continuous cycles of feedback and that a minimal viable product that ' s imperfect is the way to achieve growth and foster innovation .
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