Showing posts with label Business. Show all posts
Showing posts with label Business. Show all posts

07 April 2008

Are you planning to bring in some Consultants, hire Insultants instead !

Before hiring the next big consultant, think again. You may perhaps be in need of an insultant. That’s what Keith R. Mcfarland says in his book “The Breakthrough Company: How Everyday Companies Become Extraordinary Performers”.

Frequently, leaders are the last to know. The company needs people who not only have ability to see through but guts to communicate to the top, even if it is unpalatable. McFarland calls these straight-shooters insultants (inside consultants). He describes them as those people “willing to ask the tough questions that cause a company to think critically about its fundamental assumptions. The value of insultants is that they will go to great lengths to get their companies to reevaluate a position or adapt to a changing environment.”

Insulants can be a company’s insurance against the common twin traps of myopia and inertia, advises McFarland, citing a research by MIT Sloan Business School. “Myopic executives tend to focus more on fighting fires and tackling time-bound projects, and forget to watch for tectonic changes reshaping the industry. Similarly, executives suffering from inertia fail to take advantage of new opportunities, choosing instead to stand pat in familiar markets.”

People normally assume that the person in authority is likely to have more information or clearer perspective, says McFarland. The assumption, alas, is often incorrect. If an organisation doesn’t have a strong insultant culture, errors are likely to be propagated throughout the company, cautions McFarland.

Customers and employees who leave the company can be a valuable source of insultant insight, finds McFarland. “These people are natural insultants. They have little reason not to tell you the truth. They may, in fact, tell you things you might have been reluctant to consider otherwise.”

McFarland offers tips to potential insultants. They should never think of charging like a bull in china shop and must always remember that they are simply trying to make the leader successful, not trying to put the spotlight on themselves. Good insultants must learn to be:
  • Empathetic. Yours isn’t the only point of view. Understand where others are coming from.
  • Don’t Attack. Finger pointing is not acceptable. “The most powerful tool in the insultant’s arsenal is the question and knowing how to ask the right question at the right time.”
  • Don’t Triangulate. “Most people find talking behind someone’s back to be insulting, so effective insultants avoid it at all costs.”
  • Don’t Kid Yourself, Your Real Motivation Will Be Obvious. “If you mean to embarrass, demean, or criticize another person, while you might succeed in that goal, you will have unnecessarily sacrificed any opportunity you had to contribute change.”
  • Be a Grown-Up. “An insultant’s job is to make sure an issue gets a thorough vetting, not to convince everyone to see the world his or her way.”
  • Be Assertive and Persistent. “Not everyone will be receptive to the hard truth, so an insultant must be both assertive and persistent, returning to the issue as often as he or she thinks is necessary to get the point across.”

The top leadership needs to understand, as a leader, you gain nothing by not knowing what people are thinking. People who are challenging your way of doing things with some other ideas are not necessarily being insubordinate. They are practicing leadership, which is now and will be a great company asset tomorrow.

15 October 2007

A New Era for Business by McKinsey & Co

More and more business leaders recognize that their company’s future is increasingly intertwined with the needs and demands of society. What many executives don’t understand is how best to manage that changing relationship. In this article, McKinsey & Company consultants provide a model for incorporating sociopolitical issues into the strategic decision-making process.

Businesses have never been insulated from expectations about their social responsibilities. What is different today is that the issues are far more numerous, complex, global, and fast-changing than ever before. Global warming, childhood obesity, unfair labor practices, air and water pollution – the list goes on and on. The impact that these issues can have on a company's future has also increased – to potentially devastating levels – because today’s social activists have more avenues and tools to influence and mobilize public opinion around hot-button issues.

Some business executives are resisting these trends, arguing that a company’s obligation to society is only to provide the best return possible for its shareholders. But more and more executives are taking a strategic approach to the problem, recognizing that the short- and long-term interests of their company and its shareholders are increasingly intertwined with the interests of society, and that the best response is to become more engaged with the issues and activists in the nonprofit and public sectors.

We believe that business does have a strategic interest in becoming more aware of and engaged in sociopolitical debate and issues. The reasons are twofold. First, social and political forces can fundamentally alter an industry’s strategic landscape and even torpedo the reputations of businesses that have been caught unawares or are seen as being culpable in creating the problem. Second, companies that are engaged can significantly benefit from these trends, by creating new products, services, and markets for unmet social needs, as well as for new consumer preferences.

The challenge that business leaders face is to find ways to incorporate an awareness of sociopolitical issues more explicitly and proactively into their strategic decision-making processes. Companies must see social and political dimensions not just as risks – areas for damage control – but also as business opportunities. They need to scan the horizon for emerging trends and integrate their responses across the organization, so that the resulting initiatives are coherent rather than piecemeal.

Having worked with many companies around the world, we have learned which areas companies need to master in order to understand and manage these complex sociopolitical issues. We call these the Five R’s: risk, renewal, regulation, relationships, and reputation. We have also learned that managing these issues is not a peripheral task to be relegated to public relations or corporate social responsibility departments. Instead, it requires leadership by the CEO and coordination throughout the organization. To succeed in today’s smaller, fasterchanging, more complex world, business leaders must systematically incorporate an awareness of sociopolitical issues into their strategic decision-making processes.

For full article, go to Stanford Social Innovation Review Source URL:

22 September 2007

Energy Return on Energy Invested (EROEI)

If exploring, producing, transporting, refining and again transporting the petroleum was quite difficult, such that it took 125,000 BTUs of energy to get it out of the ground, refined, and to the petrol station, then the energy returned by the gasoline (also 125,000 BTUs) is exactly equal to the energy invested, a ratio of 1:1. If on the other hand someone poked a stick in his front yard and petroleum started squirting out, so you built a little refinery on the spot and sold gasoline out of a drum in the driveway, you might (hypothetically) invest only 1000 BTUs in producing it. You would now have an energy return on the energy invested per gallon of 125:1. People in the energy world have formalized this measure of energy return on energy invested with an acronym, EROEI. So the EROEI of the gasoline made from the oil squirting out of the ground in the front yard is 125:1.

Thus, EROEI turns out to be one of the most important measurements in the history of humanity.

In physics, energy economics and ecological energetics, EROEI (Energy Returned on Energy Invested), ERoEI, or EROI (Energy Return On Investment), is the ratio of the amount of usable energy acquired from a particular energy resource to the amount of energy expended to obtain that energy resource.
When the EROEI of a resource is equal to or lower than 1, that energy source becomes an "energy sink", and can no longer be used as a primary source of energy.

The natural or original sources of energy are not usually included in the calculation of energy invested, only the human-applied sources. For example in the case of biofuels, the solar insolation driving photosynthesis is not included. The energy returned includes any usable energy and not wasted heat for example.

This is a simple concept which is rather alien to current policymakers, economists, and even many scientists. Geology and thermodynamics are much more fundamental to the world than economics. Anything which consumes more energy to obtain than it provides is not a practical energy source. In terms of abundance of elements, hydrogen is by far the most common in the universe, but that doesn't mean that hydrogen in Jupiter's atmosphere is an energy resource for humanity. More down to earth, it doesn't matter to human society how much oil is underground, it matters how much can be raised to the surface with a EROEI above one. At the point it takes more than a barrel of oil to raise a barrel of oil to the surface and refine it, EROEI becomes less than one. If oil was the only energy source, then even if the price rises to a billion dollars per barrel, it would not be economical to continue.
EROEI is slowly becoming recognized as the ratio which underlies the very possibility of maintaining a civilization or a life form.

High per-capita energy use is considered desirable as it is associated with a high standard of living based on energy-intensive machines. A society will generally exploit the highest available EROEI energy sources first, as these provide the most energy for the least effort and then progressively lower EROEI sources are used as the higher-quality ones are exhausted. For example, when oil was originally discovered, it took on average one barrel of oil to find, extract, and process about 100 barrels of oil. That ratio has declined steadily over the last century to about three barrels gained for one barrel used up in the U.S. (and about ten for one in Saudi Arabia).

Although many qualities of an energy source matter (for example oil is energy-dense and transportable while wind is variable), when the EROEI of the main sources of energy for an economy fall, energy becomes more difficult to obtain and its value rises relative to other resources and goods. Therefore, the EROEI gains importance when comparing energy alternatives. Since expenditure of energy to obtain energy requires productive effort,
as the EROEI falls, an increasing proportion of the economy has to be devoted to obtaining the same amount of net energy.

Since the discovery of fire, humans have increasingly used exogenous sources of energy to multiply human muscle-power and improve living standards. Some historians have attributed our improved quality of life since then largely to more easily exploited (i.e. higher EROEI) energy sources, which is related to the concept of energy slaves. Thomas Homer-Dixon demonstrates that a falling EROI in the Later Roman Empire was one of the reasons for the collapse of the empire. In "The Upside of Down" he suggests that EROEI analysis provides a basis for the analysis of the rise and fall of civilisations. Falling EROEI due to depletion of non-renewable resources also poses a difficult challenge for industrial economies.

Measuring the EROEI of a single physical process is unambiguous, but there is no agreed standard on which activities should be included in measuring the EROEI of an economic process. In addition, the form of energy of the input can be completely different from the output. For example, energy in the form of coal could be used in the production of ethanol. This might have an EROEI of less than one, but could still be desirable due to the benefits of liquid fuels.

How deep should the probing in the supply chain of the tools being used to generate energy go? For example, if steel is being used to drill for oil or construct a nuclear power plant, should the energy input of the steel be taken into account, should the energy input into building the factory being used to construct the steel be taken into account and amortized? Should the energy input of the roads which are used to ferry the goods be taken into account? What about the energy used to cook the steel-worker's breakfasts? These are complex questions evading simple answers. A full accounting would require considerations of opportunity costs and comparing total energy expenditures in the presence and absence of this economic activity. EROEI is only one consideration and may not be the most important one in energy policy. Energy independence (reducing international competition for limited natural resources), freedom from pollution (including carbon dioxide and other green house gases), and affordability could be more important, particularly when considering secondary energy sources.

There are two ways to measure the value of any particular fuel. One is its monetary value, which changes almost daily. The second way is to base it on the actual physical energy content of the substance in question. Regular gasoline, for example, contains about 125,000 BTUs of energy per gallon (one BTU is the amount of energy needed to raise one pound of water one degree Fahrenheit). There is no connection between price and energy content. There is also a factor in calculating the energy content of any fuel that is hidden from the eyes, and that is the amount of energy that went into obtaining it. In the case of gasoline that would include prospecting for oil, drilling, pumping, transporting, and refining that oil, and then transporting and storing the resulting fuel.

The EROEI for oil from the 1950s, when it was very easy to find, pump and refine, was as high as 100:1. The tremendous energy return of early oil partly explains why it was possible to rebuild Europe and Japan so quickly after World War II. It also explains why the global population has leapt from about 1.5 billion people when the first oil well was drilled in the United States in 1859, to 6.5 billion today. The high EROEI of petroleum has made it possible to grow enormous amounts of food, transport raw materials and goods all over the world, and create dense urban communities across the globe.

For better and for worse, the EROEI for fuels in the future will not be as high as it has been in the past. The liquid petroleum that we been pumping from the ground now for 150 years (one trillion barrels has been pumped, one trillion barrels remains; we are half-way through the original supply) was a one-time inheritance of concentrated energy; when it is gone it is gone forever. In fact the EROEI for gasoline has already dropped precipitously, from the previously mentioned initial high of 100:1. It fell to 25:1 by 1970, and stands at about 10:1 today. This is because the size of the oil fields is shrinking, the depth at which oil is being found is growing deeper, and the quality of the oil that is being pumped is decreasing.
Not only are we at the halfway point in the consumption of the earth’s liquid petroleum reserves, but in addition the second half of the petroleum produced will not return as much energy profit.

The measurement of EROEI is a valuable tool for assessing the potential of other types of fuel to replace our diminishing energy supplies. The table below shows the EROEI value for many of the energy sources and fuels currently used or being considered for the future:

Energy Source-------------EROEI
Bio-diesel---------------------3:1
Coal----------------------------1:1 to 10:1
Ethanol------------------------1.2:1
Natural Gas------------------1:1 to 10:1
Hydropower------------------10:1
Hydrogen----------------------0.5:1
Nuclear------------------------4:1
Oil-------------------------------1:1 to 100:1
Oil Sands----------------------2:1
Solar PV-----------------------1:1 to 10:1
Wind----------------------------3:1 to 20:1

The first thing that must be said about these energy-return ratios is that they are rough estimates. There are many variables involved in producing any energy product. In addition, even the scientific studies done on EROEI for specific energy sources vary widely in their results. But the imprecision notwithstanding, the general ratios are highly informative. For example, the energy return for hydrogen is negative, less than one. Hydrogen is not an energy source; it is an energy sink, a carrier, like a battery. It takes more energy to produce and store free hydrogen than one gets back when it is utilized as a fuel. Also consider bio-diesel and ethanol; their energy profit ratios are very low. In spite of this you will hear everyone touting them as the fuels of the future. It will not be possible to run society as we know it today, which is driven by the very high energy profit ratio of petroleum, on the low EROEI offered by bio-diesel and ethanol. Not that these fuels might not be useful, but they will be useful only to a society that has adapted to living on a lower energy budget.

The fact that the monetary value placed on energy resources bears little or no relationship to the net-energy content of a given resource shows how perverse modern economics has become. Energy writer Hazel Henderson has called modern economics as form of brain disease, because it is completely disconnected from the physical realities of the earth. Wind and solar power have the potential to offer respectable EROEI ratios and should be very helpful in our energy transition.

15 August 2007

Origin of Petroleum Industry in India by S N Visvanath


The petroleum saga of India began in the rain forests at the head of the Brahmaputra Valley when the British military personnel guarding the frontiers of India in the early years of the 19th century came across oil and gas seepages and recorded their findings. So did the tea planters, the coal explorers and timber merchants who followed.

A scientific edge to these discoveries was given by the officers of Geological Survey of India who recommended the drilling of a few test wells in the Makum-Namdang area (today known as Margherita) of Assam. The results of drilling carried out in 1867-69 were positive, but the reserves quantities did not generate much excitement, but opened up possibilities.

To get these jungle clad resources of tea, coal, timber and oil to the centers of commerce and industry, a railroad was necessary to Dibrugarh on the banks of the Brahmaputra. Accordingly, the Assam Railways and Trading Co Ltd (AR&T) was incorporated in 1881 in London to build the railroad from Dibrugarh to Margherita. While laying the tracks in 1888-89, the workmen saw prolific oil seepages; they also suffered from the heavy odour of oil at Borhbil. The enterprising AR&T decided to include oil-drilling in its portfolio. Accordingly, Digboi Well No.1 was drilled in 1889 and completed as a producing well in 1890 at a depth of 662 ft. This event marked the dawn of the modern petroleum era in India.

The discoveries that followed were more from intuition than geological reasoning and hence carried the seeds of self-destruction. As oil was found, no questions were asked. A subsidiary, the Assam Oil Co (AOC) was formed to look after the oil interests of AR&T, but it was too late to reverse the tide. By 1912, the euphoria evaporated. Indifference to geological concepts, random drilling, lack of cost-consciousness, and dwindling production brought the company to the brink of liquidation.

In 1911-12, Burmah Oil Co Ltd (BOC) having made a successful debut in Burma (Myanmar) crossed over the Arakan-Yomas for oil prospecting in the Surma Valley. It established an oil field at Badapur in Assam where it drilled 63 wells and produced 321,000 tonnes of oil before abandoning it due to excessive water production. Elsewhere in the valley, 6 wells in Masimpur and 100 geological information borings gave dismal results, except for gas prospects in Tripura. In 1921, BOC moved in and took over the technical and financial management of AOC properties. Thus, 1921 witnessed the rebirth of the Digboi field.

After the takeover, BOC embarked on a systematic mapping and review of the field. Production from the 24 sands in the area increased from 350 barrels per day to 4500 bpd. Electrical well logging pioneered in France in 1938 was used in Digboi Well no.289 in 1933. In exploration surveys also such technology was swift. Alongside field development, BOC continued to use the worn-out refinery built by AR&T in 1899. This caught fire and a new refinery was commissioned in 1923. A wax extraction plant was erected in 1928 to handle the three types of crude oil produced: low wax (0-3%), medium wax (5%) and high wax (19% +). An Edeleaneau plant was built in 1933 for kerosene and bitumen plant in 1938 for roads. Through these various developments, Digboi refinery came to be regarded as a nursery for the growth of petroleum refining technology and skills to manage such growth.

During the 2nd World War years, and particularly after Japan entered the fray, Digboi became the easternmost operational refinery. The field production of 5,500 bpd of oil during this period, often peaking at 7,000 bpd, was much above the peace-time level defined by experience and scientific studies. Irreversible and swift production decline was the natural consequence of this profligacy. In 1946, the refinery could achieve only 5% of the target in kerosene and 11% in petrol. Around the time of independence there were about 760 wells in the field and two wells were under drilling in the Makum lease. Six to seven rigs were in operation. Production was of the order of 5,000 bpd.

Here, it’s important to mention that two significant events would have altered the petroleum scenario had they not been interrupted by the war. The first was the 1937 session of the Indian National Congress (INC) which broadly stated the economic philosophy to be followed in free India. This was firmed up at the 60th session of the INC in 1948 whereby the commanding heights of economy, including oil, would under the public sector. The second was the discovery of the giant Nahorkatiya field on the banks of the Dihing River, southwest of Digboi. Coming as it after 216 unproductive wells were drilled by AOC/BOC (excluding those drilled in the Digboi and Badapur Mining Lease areas), this was an outstanding example of tenacity.

The discovery prompted a paradigm shift in our perceptions of oil occurrence and opened up a vista of regional possibilities. Shortly after the Nahorkatiya discovery, K. D. Malaviya, the then Union Minister for Natural Resources and Scientific Research, visited Nahorkatiya. What he saw convinced him that Indians and India could manage the oil business. To this conviction we owe the beginnings of the national oil industry.

Choosing Russia as the role model for oil exploration and development and in discussion with Russian experts, the seeds were shown in 1954-55 for what ultimately blossomed into one of the world’s largest and fully integrated oil company, the Oil and Natural Gas Commission Ltd (ONGC). As they say, the rest is history.

25 July 2007

15 Attributes of Upstream Oil Industry

  1. Knowledge Intensive
  2. Technology Intensive
  3. Capital Intensive
  4. Risk Intensive
  5. Price Sensitive
  6. Environmentally Sensitive
  7. Geo-politically Sensitive
  8. Probabilistic Outcome
  9. Global & Local Dimensions of Outputs
  10. Global Supply Chain of Components and Services
  11. Multi-Disciplinary Industry
  12. Multi-Regional and Multi-National Industry
  13. Geographically Skewed Industry
  14. Inhospitable Co-ordinates (In Angola, not in Switzerland; High Seas, Deserts etc)
  15. Low Longevity Industry (Spanning less than 300 tears: 1850-2150?)

    Needless to say, that the top E&P Leadership, both present and aspiring, need to possess qualities to address these attributes.