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The 3% Challenge

机译：3％的挑战

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When philip watts took over as chairman of royal dutch/shell in the summer of 2001, the year was already shaping up as one of the most disappointing in the company's long history. Two years earlier it had lost its title as the world's largest oil company to ExxonMobil. Now it was being overtaken by BP. Yes, oil prices were high and profits were rolling in, but it was becoming clear that Shell would badly undershoot its long-standing goal of 5% annual production growth. And for the third year in a row it couldn't replace its hydrocarbon reserves. The company was shrinking. "We didn't have a brilliant year," admits Watts, an English seismologist who has spent his whole career at Shell. In the midst of all this came Sept. 11. "I was at a meeting of the committee of managing directors in London," Watts recalls. "We immediately established a group crisis team. In these situations you have to be careful not to be led too much by your first thoughts. This is a time for gathering together thoughtful people who can work out the various scenarios." It was a classic Shell response- conservative, cautious, bureaucratic, even by large oil company standards. Shell, which earned $12 billion on $135 billion in sales last year, is the most decentralized and international of the big oil companies. It operates in more than 140 countries, employing 90,000 staffers and twice as many contractors. You can't expect a company of this size and breadth to be fleet-footed, but Shell is encumbered with a special bureaucratic tradition all its own.
机译：当菲利普·瓦特（Philipw Wats）在2001年夏天接任皇家荷兰/壳牌公司董事长时，这一年已经成为公司悠久历史中最令人失望的一年。两年前，它已经失去了埃克森美孚公司作为全球最大石油公司的头衔。现在，它已被BP取代。是的，油价高企，利润不断增加，但很明显，壳牌将严重低于其长期目标（即年产量增长5％）的目标。而且它连续第三年无法替代其碳氢化合物储量。公司在萎缩。 “我们度过了辉煌的一年，”英国地震学家瓦茨（Watts）承认，他在壳牌公司度过了整个职业生涯。瓦特回忆说，在这一切之中，9月11日到来了。“我当时正在伦敦召开的董事总经理委员会会议上。” “我们立即建立了一个团体危机小组。在这种情况下，您必须小心，不要被您的初衷所吸引。这是一个聚集有思想的人，可以解决各种情况的时间。”这是壳牌的一种典型反应，即使是按照大型石油公司的标准，也要保守，谨慎，官僚主义。壳牌去年是最大型，国际化程度最高的大型石油公司，去年的销售额为1,350亿美元，利润为120亿美元。它在140多个国家/地区运营，雇用90,000名员工，是承包商的两倍。您不能指望这样规模和广度的公司会步履蹒跚，但是壳牌却完全拥有特殊的官僚传统。

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  • 来源
    《Forbes》 |2002年第9期|p.186-188190192|共5页
  • 作者

    PAUL KLEBNIKOV;

  • 作者单位
  • 收录信息 美国《科学引文索引》(SCI);
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 世界经济问题;
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