Creating an energy industry leader in cost-competitiveness
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Impact story

Creating an energy industry leader in cost-competitiveness

We helped launch a global effort that delivered 100% of the savings target and embedded a new culture

Impact

7,500

employees impacted

across 10-plus facilities

80%

of sites engaged in cultural change initiatives

such as top-team alignment

1,200

global personnel engaged

across manufacturing

Challenge

A major global energy producer needed to create a new culture of sustainable cost competitiveness across a sprawling network of refinery and chemical sites.

The leadership team had ambitious targets to improve performance and rapidly reduce costs. They had a long history of transformational change programs, but needed a partner to help them execute rapidly, embed and track behavior change, and encourage engagement across the organization.

They approached McKinsey Accelerate to help create change that matters sustained through the capabilities of their people.

Approach

  • Assessed the organization’s degree of execution and change readiness to define a roadmap
  • Set up a transformation office to coordinate across sites
  • Built contracting and procurement capabilities through global bootcamps, weekly meetings, and on-the-job coaching
  • Organized a network of site-level organizational health leaders to embed and sustain behavioral change efforts and measure progress
  • Implemented a culture of transparency, accountability, and organizational engagement

Impact

We partnered with the organization to co-design and implement a capability program that created a new culture of sustainable cost effectiveness across ten facilities and impacted more than 7,500 employees. After establishing new ways of working, and embedding those behaviors into the manufacturing function and its 1,200 employees, a global transformation leader commented that “building our own internal capability to drive execution and delivery at an accelerated pace was critical to our success.” The program also engaged more than 80 percent of sites in cultural change initiatives, such as top-team alignment.

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