| dc.description.abstract | This master’s thesis seeks to conduct a strategic analysis of the Headquarters Competency
Center (HQCC), a department within SLB. The focus will be primarily on its situation and
future 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 study
research, emphasizing the importance of a clear research question and a well-designed
study. A qualitative interview and workshop were used to collect data, providing an
understanding of the competency center’s positive and negative aspects. The selection of
participants is based on their roles in the organization and relevant experience, ensuring
the 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 provides
customers and support, but limits autonomy. Managing diversity, fostering continuous
learning, effective communication, and developing proactive portfolios are key management
priorities.
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 with
long-term objectives, HQCC can enhance its portfolio, competitiveness, and reputation,
positioning itself as a global competency center. | |
