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Engineering and research competences specialization – competitive advantage of Rosneft Oil Company

UDK: 338.24:622.276
DOI: 10.24887/0028-2448-2020-11-8-12
Key words: specialized institutes, сompetence centers, technological leadership, effective design solutions, innovations, intellectualization of engineering and technology
Authors: E.O. Timashev (Rosneft Oil Company, RF, Moscow), V.A. Pavlov (Rosneft Oil Company, RF, Moscow), O.V. Ugryumov (Rosneft Oil Company, RF, Moscow), A.M. Korkin (Rosneft Oil Company, RF, Moscow), A.V. Arzhilovsky (Tyumen Petroleum Research Center LLC, RF, Tyumen)

The article considers a unique approach of Rosneft Oil Company to manage innovations. This approach is based on forming and functioning of a cluster of specialized institutes in the structure of the Company. The cluster unites 44 specialized institutes and more than 1500 employees. The authors describe the prerequisites for the creation of specialized institutes, the reason was organically emerged expert communities on the basis of specialized divisions of Corporate research and design institutes; the history of development and establishment of specialized institutes, the projects they are currently implementing, as well as prospect lines of development. Currently the focus areas of specialized institutes cover all the latest activity vectors of the Company starting from geological exploration, design development and field facilities, creation of new technologies for oil refining and petrochemicals to development of specialized software, development of computer assisted instruction and artificial brain. The cluster combines specialized institutes of basic and service segments that allows the Company to provide long-term sustainable growth basing on the development of new directions as well as to reduce subcontracted works, like to perform specialized design or expertise service according to competences profile. The important advantage of competences specialization is the synergy of healthy competition between institutions and their cooperation. These factors are reinforced by the process of competencies level equalization, for example, in terms of approaches to organizing their internal functioning. As a complex result this leads to supplementary economic benefit, accelerated development of new competencies and support of technological leadership of the Company.

References

1. Porter M.E., On competition, Boston: Harvard Business School Press, 1998.

2. Timashev E.O., Pashali А.А., Pavlov V.A., Volkov M.G., Managing implementation of innovation results in oil and gas companies (In Russ.), Neftyanoe khozyaystvo = Oil Industry, 2018, no. 11, pp. 8–15.

3. Trompenaars F., Coebergh P. H., 100+ Management models: How to understand and apply the world’s most powerful business tools, Infinite Ideas, 2014, 594 p.

4. Andrusenko T., Knowledge centers (In Russ.), General'nyy direktor,  2006, no. 11.

5. Viljakainen P.A., Mueller-Eberstein M., No fear. Business leadership in the age of digital cowboys, Marshall Cavendish International (Asia) Pte Ltd, 2011, 303 p.

The article considers a unique approach of Rosneft Oil Company to manage innovations. This approach is based on forming and functioning of a cluster of specialized institutes in the structure of the Company. The cluster unites 44 specialized institutes and more than 1500 employees. The authors describe the prerequisites for the creation of specialized institutes, the reason was organically emerged expert communities on the basis of specialized divisions of Corporate research and design institutes; the history of development and establishment of specialized institutes, the projects they are currently implementing, as well as prospect lines of development. Currently the focus areas of specialized institutes cover all the latest activity vectors of the Company starting from geological exploration, design development and field facilities, creation of new technologies for oil refining and petrochemicals to development of specialized software, development of computer assisted instruction and artificial brain. The cluster combines specialized institutes of basic and service segments that allows the Company to provide long-term sustainable growth basing on the development of new directions as well as to reduce subcontracted works, like to perform specialized design or expertise service according to competences profile. The important advantage of competences specialization is the synergy of healthy competition between institutions and their cooperation. These factors are reinforced by the process of competencies level equalization, for example, in terms of approaches to organizing their internal functioning. As a complex result this leads to supplementary economic benefit, accelerated development of new competencies and support of technological leadership of the Company.

References

1. Porter M.E., On competition, Boston: Harvard Business School Press, 1998.

2. Timashev E.O., Pashali А.А., Pavlov V.A., Volkov M.G., Managing implementation of innovation results in oil and gas companies (In Russ.), Neftyanoe khozyaystvo = Oil Industry, 2018, no. 11, pp. 8–15.

3. Trompenaars F., Coebergh P. H., 100+ Management models: How to understand and apply the world’s most powerful business tools, Infinite Ideas, 2014, 594 p.

4. Andrusenko T., Knowledge centers (In Russ.), General'nyy direktor,  2006, no. 11.

5. Viljakainen P.A., Mueller-Eberstein M., No fear. Business leadership in the age of digital cowboys, Marshall Cavendish International (Asia) Pte Ltd, 2011, 303 p.



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