The energy industry's accelerated evolution requires visionary change The Final Frontier parses the evolution of the oil and gas sector to map out a plan for going forward. The global energy industry is huge, and it is in disarray; between low oil and gas prices, climate change, rising development costs, and ever-mounting regulations, the need for change has been made crystal clear but planning is much easier than implementation, and stasis is not progress. This book shows how redesigning internal operating models can bring about the necessary change in the implementation of upstream capabilities-driven strategies. From integrated, national, major, and independent oil companies, to the service companies in the upstream supply chain, there isn't an enterprise in the sector that cannot benefit from reduced costs and increased efficiency. Knowing that change is necessary is not enough this book shows you what to change, and how to change it to get off the treadmill and start moving forward. With expert guidance through each redesign element, this insightful guide provides more than simply ideas: it provides real, practical guidance on transforming operations to keep pace with the changes and create lasting advantage. * Identify the most relevant organizational capabilities for your resource portfolio, as well as the changes that can translate into savings and efficiency * Build a workable plan for real-world implementation * Redesign the operating model most suited to the needs of your business on an organization-wide basis * Learn what to do differently and how to do it differently The energy industry has made great strides: our understanding of the global resource base, the nature of ownership and principal stakeholders, new technologies for resource development, and our economics and business models have all undergone a tremendous revolution, but now the more difficult and more valuable task begins. The Final Frontier helps you navigate the future and implement the changes necessary to avoid getting left behind.

Praise for "Strategic Corporate Finance"

"Tracking stocks. Gross underwriting leverage. Float. The complex language of Wall Street can be daunting to even the most seasoned practitioner. In this clear and concise guidebook, Justin Pettit successfully deciphers the critical elements of how to enhance a company's value using capital markets."
--Professor David Wessels, The Wharton School, coauthor of "Valuation: Measuring and Managing the Value of Companies"

"Justin Pettit is one of the brightest corporate finance minds in America today. Justin has an unparalleled ability to help lay people understand and apply financial theory in a way that drives real bottom-line results."
--Brian Walker, President and CEO, Herman Miller Inc.

"On subjects ranging from capital budgeting and valuation to risk management and capital structure, Justin Pettit does an impressive job of translating principles of corporate finance theory into practical methods for implementing them."
--Don Chew, Editor, Journal of Applied Corporate Finance, Morgan Stanley

"This book does an outstanding job covering the key aspects of corporate finance and offers a refreshingly real-world approach to many of the important questions facing multinationals today. Students and finance professionals alike would benefit from understanding this material and putting it into practice."
--Jason Bristow, Treasurer, Amazon.com

"This is a reference book that should be on the desk of every finance professional. It is clear Pettit's work is grounded in solid finance theory, but he takes the next step we wish from every author . . . into the real world. He translates his diverse banking and consultingexperience into easy-to-understand finance strategy you can immediately apply on the job."
--Michael Collins, Managing Director and Head of Corporate Equity Risk Management, Societe Generale Corporate and Investment Banking

This research analyzes the effects of situational constraints on individual performance within an Air Force Aerial Port squadron. Situational constraint research originated with laboratory studies by Peters and O'Connor in 1980 and was investigated in an Air Force field environment in 1984; mixed results were obtained. Laboratory studies identified direct performance inhibitors (Peters et al., 1980); however, field studies found little correlations with job performance (Kane, 1981; O'Connor et al., 1984a). Data collected in June 1995 (Dougherty, 1995) and March 1996, in this study, were used to accomplish a longitudinal analysis. Correlations between constraints and performance were also low in this study; however, significant reductions in constraints were identified in 12 of the 14 work groups investigated. Results suggest that O'Connor et al.'s measure (1984a) may be useful in identifying bottlenecks requiring managerial actions.