Organisational transformation

To achieve its strategic goals, Gazprom Neft must significantly accelerate its decision-making and execution. This requires a fundamentally new perspective on business processes and management models. The company is adopting and implementing cutting-edge development and management approaches based on a network structure. These include agile teams, which are quickly formed to bring together specialists from various disciplines to address a specific task, and which are able to look for solutions independently, while coordinating with other teams. An important feature of the new model is that the corporate centre now focuses on Change, whereas Run (day-to-day operations) is more often delegated to subsidiaries.

Operating model

In Gazprom Neft’s 2030 Strategy, the company mapped out a journey towards being a global benchmark in efficiency and technological advancement. This requires a flexible and adaptive product-based operating model, focused on what it is managing: the product. In this context, the product is a comprehensive business solution, created by a cross-functional product team. To be able to assemble such teams, the company needs to revise its existing business processes and create an environment where experts can be mobilised from different units.

In 2020, an Expert Panel was established within the HR function, and an applicable regulation was approved. The panel held its first meeting on 28 January 2020, with a total of 13 meetings held over the year.

A working group involving all members of the Expert Panel assessed the existing operating model for organisational development and HR management (OMOM – operating model. ODHRMODHRM – organisational development and HR management.), and defined OMOM – operating model. ODHRMODHRM – organisational development and HR management. framework and development vectors to deliver more value and improve flexibility. The target operating model concept was defined (the development of a three-component model: business partners – expertise centres – transactions). An update cadence was also finalised.

Gazprom Neft is actively creating opportunities for cross-functional team collaboration in various formats (traditional, remote and hybrid), with options to use agileAgile – a set of methods and practices for flexible project management in various areas of application (from software development to marketing strategy implementation) to improve final product development lead time and minimise risks by using an iterative approach, encouraging team member interactions, and enabling rapid responses to changes. practices if and when applicable and feasible. The company’s broad scope for using highly flexible work formats led it to select the product-based approach, as this was one of the most promising for the company and the main focus of its organisational transformation journey. This approach affords flexibility, so that the business can be self-regulating and remain cost-efficient in volatile and unstable markets, with measurable results.

Changes in teamwork should result in business opportunities being promptly identified and saturated with resources, driving results in the shortest possible time. Of course, it is also important for expended resources to be measurable. The first practical results can already be seen today; for example, the agile, distributed team work at Gazprom Neft’s IT cluster.

A total of six streams have been developed for the product team focus areas, each using agile methods: virtual organization, resource planning, colocation (the Formula project), culture and training, motivation and performance, and cadence. The intention is for each stream to develop tools to be used by teams. Currently, the steams and product teams are developing practices for subsequent rollout across the company.

Updating the operating model

A project was launched in 2020 to update the company’s operating model. The operating model describes the operating forms and formats of a function (who sets goals, who does what, how we interact, etc.). Project progress is measured in accordance with Gazprom Neft’s organisational project management methodology.

  • Focus areas have been identified for the operating model update, which is now underway. Through group sessions involving stakeholders, we have identified focus areas, each matching a growth area in the current operating model:
  • Defining segments (employee segments across the value chain determine the final value of the HR function for the company and are set goals).
  • Common goal setting and KPI system.
  • Describing HR’s role as a Business Partner.
  • Formalising/structuring new HR functionalities (data and analytics, well-being and health, and change management).
  • Updating roles and responsibilities (development, implementation and execution) across functional verticals and providing resources for functions.
  • Creating products, product teams and shared resource pools.
  • Developing the HR Solutions Centre: standardising its perimeter, expanding its service range, handing over all transactional processes and developing a service-based approach (customer focus, service level agreement – SLA, and digitisation).
  • Incorporating experience management into the function-specific process and expertise system.
  • Piloting stream results in the IT segment: product teams have over 600 members between them.The process has been integrated with Professionals 4.0 platform to find talent, with the platform already having filled 17 team vacancies.
  • The resource planning and booking process for the IT cluster has been developed.
  • IT solution architecture to fully automate resource planning has been developed.