Case Study: They Hate Us and Can’t Be Trusted: Formulating Development Strategy in a Cloud of Suspicion.
Ecstatic over a discovery, a management team of A-Company wrestles with the appropriate timing and path to production. Offsetting parcels are operated by industry competitors and an arm of the entity that grants production permission for the discovery. These competitors could delay the granting of a production license and force the discoverer to drill additional, expensive (and “useless”) wells to prove their acreage would not be drained. There is both internal and external conflict that clouds the issue. A-Company CEO has been unable to get the management team to create and execute a unified plan due to distrust, passive aggressive behavior, and back-door politicking. Relationships with competitors and the licensing body have been strained for many years which on occasion resulted in raised emotions.

From this starting point a plan had to be developed that achieved objectives including minimized time to development, maximized the knowledge of the full block, created management unity, and provided options and BATNAs for the significant threat points.

Presenter: Bill Haskett

Case Study: Self-Serve, Multi-Use Decision Frameworks: A Case Study Exemplifying the Top 5 Techniques.
Is there a middle ground between one-off projects facilitated by full-time decision professionals and embedded DA systems used by everyday employees?  Yes!  And the benefits include the best of both worlds.  Self-serve, multi-use decision frameworks can be created at a fraction of the cost of embedded systems, while delivering value over and over again as non-DA employees utilize them.

This presentation will demonstrate the top 5 techniques for developing self-serve, multi-use decision frameworks by presenting the case of a pharmaceutical company looking to improve their quality assessment process of third-party contractors.  Their previous process was taking way too long and senior management had had enough.  A 6-sigma consultant had delivered a change proposal that one senior manager said, “made me want to throw-up all over it.”  A tailored decision framework was developed that employees used on their own to assess 150-200 third parties each year.  What was taking 4-6mo started being completed in days, all while maintaining an acceptable risk exposure.  It changed the reputation and culture of the department and employees became partners instead of roadblocks.  All this while hundreds of people were exposed to and practiced good DA!

Presenter: Tyler Ludlow

Track Chairs: Jerry Lieberman and Bill Haskett
Cluster Chair: Jay Andersen