This case explains how an oil & gas company successfully restructured its organization with the support of the internal influencers and connectors who were hidden in the informal organization

From Firm Hierarchy To Collaborative Matrix Organization

A global oil and gas company planned to transform the company from a hierarchical structure to a matrix organization structure to remain competitive. They needed a thorough assessment of the effectiveness of one business unit. This would then be used as a blueprint for transforming all other business units in this global company.

This assessment was focused on the collaborative structures and was two-folded.

First, the business unit ran the assessment before the transformation.
Second, the business unit reran this assessment 12 months later.

As a result, the company could accurately assess the effectiveness and success of the transformation.


The re-assessment showed the improvements.

Three Key insights from ONA

The transformation was not all but positive news when assessing the collaboration networks.

Deep-dive analysis showed that the collaboration with the onshore organization decreased by 15%. This was a matter of concern that needed to be tackled right away, because especially the off shore platform supervisors needed to be connected to the onshore support functions.


The company knew it was on the right track and continued with two clear actions:

  • They sustained the transformation activities.
    • Firstly, by continuously improving collaboration and integration. The focus on these improvements were on the identified weak spots.
    • Secondly, by emphasizing on the value of collaboration and coordination by leadership. They all needed to be aligned on this so that they could role model the right behavior
    • Thirdly, by tracking and monitoring the transformation through the Innovisor Change Tracker. This tracking was done on both organizational and leadership level.
  • They developed new transformation activities.
    • Some of the new transformation activities that proved to be successful were about connecting the Platform Supervisor to the onshore offices. These activities were about establishing physical collaboration hubs to allow the right individuals to connect.

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