A strategy analysis of HQCC, a competency center in SLB
Master thesis
Permanent lenke
https://hdl.handle.net/11250/3088950Utgivelsesdato
2023Metadata
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- Studentoppgaver (TN-ISØP) [1428]
Sammendrag
This master’s thesis seeks to conduct a strategic analysis of the Headquarters CompetencyCenter (HQCC), a department within SLB. The focus will be primarily on its situation andfuture propositions. The study will be carried out in collaboration with SLB in Tananger,providing valuable insights for the growth of the recently established competency center.The research methodology follows principles from Robert K. Yin’s book on case studyresearch, emphasizing the importance of a clear research question and a well-designedstudy. A qualitative interview and workshop were used to collect data, providing anunderstanding of the competency center’s positive and negative aspects. The selection ofparticipants is based on their roles in the organization and relevant experience, ensuringthe data’s relevance and reliability.The study identifies internal prerequisites for HQCC to be a global competency center.Project acquisition is controlled by the greater SLB organization, which providescustomers and support, but limits autonomy. Managing diversity, fostering continuouslearning, effective communication, and developing proactive portfolios are key managementpriorities.The VRIO analysis of HQCC reveals valuable insights regarding its employees’ expertise,portfolio uniqueness, competitive advantage from the location within SLB’s headquarters,and leverage of SLB’s platforms. By expanding services across different industry segments,investing in employee development, providing excellent service, and aligning projects withlong-term objectives, HQCC can enhance its portfolio, competitiveness, and reputation,positioning itself as a global competency center.