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Case
Studies |
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We have provided a series
of case studies to show the range and success of our company's service.
Click here to return to the
Case Studies index. |
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Organisation |
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Texaco,
Amec and Nobel Drilling
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Background |
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As
a result of the decision to drill for oil in the Captain Field, Texaco
formed a strategic alliance with AMEC to resource the platforms for
general work and maintenance and with Nobel Drilling for the drilling
of holes under the new platform. Next Step were commissioned to deliver
a number of very early team development workshops for newly-formed
teams for the specific purpose of helping to agree and define the
culture that was desired by all parties, thereby advancing
significantly the team's formation.
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Project Objectives |
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Individual team development workshops were designed in order to
address the following key objectives :
- To start the One Team Process.
- To review the successful and unsuccessful Team-working
practices from each company….then build upon the successes
/ avoid difficulties.
- To provide the team and sub-teams with an opportunity to decide
how to work together with regard to expectations of performance,
attitudes, behaviours, and communication processes.
- To discuss and agree the different sub-teams’ roles,
remit and accountabilities.
- To discuss and agree individuals’ 'expectations' of one
another, i.e.
- Team Leader(s) of Team Member(s)
- Team Member(s) of Team Leader(s)
- Team Member(s) of Team Member(s)
- Sub-teams of other sub-teams
- To get to know one another and have some fun togethe
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Project
Outcomes |
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The investment in this ‘start-up’ intervention enabled
the creation of a culture where none existed before:
- To have gained clarity about what is acceptable and not with
regard to attitudes and behaviours that were contributed to
by all 130 team members.
- To have clarity about the sub-teams’ and individuals’
responsibilities and accountabilities.
- To have a common understanding about who the team's key customers
are and their performance expectations of the team.
- To have a common understanding about the team’s expectations
of their suppliers on shore.
- Turn-over of team members was reduced from the norm in years
one and two. Team members state that it is the best platform
they have ever worked on in terms of togetherness and teamwork.
- Shift teams now work as close multi-skilled units — people
stated that it is "the best team I’ve ever been in."
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