Promoting “diversity of thought” is a common and seemingly innocuous approach to kicking off diversity and inclusion efforts within many companies. In practice, it can accidentally set off a culture war that you’ll struggle to contain. Here’s what you need to know to avoid this very common mistake.
I repeatedly find myself in conversations where I start somewhere “in the middle” on what oil and gas companies need to do to thrive in a time of continuous disruption: engage millennials, share aspirations, take the leadership mantle. And company leaders want to do with me what they are doing with the skeptical public: explain the need for energy and why the world needs them.
Shell is one of the most progressive oil and gas majors in the world, with an unparalleled level of climate analysis, commitment, and detail in their strategic planning. Yet to the shock of many, Shell was recently hit with a devastating legal blow that will make many oil and gas leaders question the very nature and effectiveness of climate stewardship by any oil and gas company — asking, Why should we bother?
Our summer “What to Watch” series has one goal: to translate the hyped-up headlines into key takeaways for oil and gas leaders. Have no doubt that two of the three disruptors (rise of the millennials and mainstream environmental activism) are key drivers in Exxon’s board shakeup. But at Adamantine, we are interested less in what caused the board shakeup and much more in how it’s playing out in the real world — and what those details signal for your company. Read on to find your game-changing takeaways.