大变局下国际大石油公司管理模式变革及启示  

The reform of the management mode of major IOCs under the great change and its enlightenments

作　　者：余岭[1] 吴谋远[1] 刘月洋[1] 付杨 杨蕾 YU Ling;WU Mouyuan;LIU Yueyang;FU Yang;YANG Lei(CNPC Economics&Technology Research Institute;Beijing Petroleum Machinery Co.,Ltd.;China Petroleum Engineering&Construction Corporation)

机构地区：[1]中国石油集团经济技术研究院 [2]北京石油机械有限公司 [3]中国石油工程建设有限公司

出　　处：《国际石油经济》2020年第9期18-22,共5页International Petroleum Economics

摘　　要：低油价、全球低碳转型发展、终端消费资源争夺、非油行业的技术创新和服务创新、新技术和低碳业务前景的不确定性都是国际石油公司面临的挑战,促使国际大石油公司加快能源转型和公司转型的步伐。为应对挑战,国际大石油公司重组新能源业务板块,业务结构由油气与新能源并举发展转向并重发展;强调一体化运作、平台化管理,形成更加扁平、更加敏捷和更加开放的新型组织模式。组织管理模式呈现协同、服务、绿色、融合和共享五大新特点。中国石油公司要重视石油、天然气和LNG、新能源、新技术等的一体化协同发展,管理模式变革要以组织更加简化、运行更加优化为目标,同时加快共享体系建设,重视技术、市场等关键要素的培育。International oil companies face such challenges as low oil price,global low-carbon transformation and development,competition for end-consumption resources,technological innovation&service innovation in non-oil industry,and the uncertainty of new technology and low-carbon business prospect,which urge IOCs to accelerate the pace of energy transformation and corporate transformation.Major IOCs reorganize the new energy business sector,shift their business structure to simultaneous development of oil and gas and new energies,and emphasize integrated operation and platform management to form a flatter,more agile and open organizational model with five new characteristics of organizational management mode of collaboration,service,green,integration and sharing.Chinese oil companies should attach importance to the integrated and coordinated development of oil,natural gas and LNG,new energy and new technology,reform their management mode aiming at simplifying the organization and optimizing the operation,speed up the construction of sharing system,and emphasize the cultivation of key factors such as technology and markets.

关 键 词：能源转型 组织管理 一体化 扁平化 国际大石油公司 

分 类 号：F416.22[经济管理—产业经济]