Building high-performing teams for success in a complex oil and gas offshore megaproject
The impact of collaboration and strong leadership in driving project execution
New benchmark for offshore efficiency
Faster, smarter execution using proven designs
CHALLENGE
A deep-water oil field development offshore of the coast of Louisiana required the successful integration of a semi-submersible floating production unit (FPU) with a topside module and a floating hull. Co-owned by two leading global energy companies, this megaproject presented unique challenges due to its scale, the complexity of cross-company collaboration, and the need for stakeholder alignment.
One of the co-owning companies, holding a minority stake, had limited decision-making authority but sought to effectively influence its joint venture partner. Key challenges included:
- Ensuring effective collaboration across multiple internal teams, including leadership, project secondees, and non-operating joint venture (NOJV) stakeholders
- Overcoming differences in project management approaches, budgeting priorities, and scheduling methodologies between the two co-owners
- Addressing efficiency issues and establishing clearer expectations
- Managing transitions and ensuring stability in leadership and execution
SOLUTION
JMJ deployed a structured approach to enhance leadership effectiveness, stakeholder engagement, and team collaboration while creating a culture of open communication and continuous improvement. Key initiatives included:
- Creating a safe space for open dialogue and facilitating honest conversations to surface and address challenges
- Implementing pulse surveys and feedback mechanisms to identify bottlenecks and enable leadership to take proactive measures
- Enhancing leadership effectiveness. Coaching and structured meetings to improve management styles, strengthen team alignment, and streamline decision-making
- Strengthening coordination between stakeholders to reduce conflicts and inefficiencies
- Leading an Align, Design and Plan (ADP) workshop, where team members co-created a vision statement and strategic focus areas tied to the vision
- Combing 360-degree feedback, high-performance team championing, leadership moments, and JMJ’s proprietary DEV:Q™ mindset assessments to drive functional and team alignment for sustainable change
I feel like the team works together well on all levels. People seem to speak up when they have issues. People have no problems asking questions or seeking help. We have a strong team culture.
RESULTS
Project surveys and interviews revealed significant improvements in team cohesion, communication, and overall job satisfaction. Satisfaction ratings increased across all nine survey categories, with the secondee section showing the most notable progress over six months. Participants reported a stronger sense of purpose, better alignment with project objectives, and greater support from leadership. ross-company collaboration improved, reducing friction in decision-making and resource allocation. Strengthened risk management and stakeholder engagement created a more resilient and efficient project environment. According to the project director, the team’s high-performance attributes, developed through strategic workshops and initiatives, were instrumental in achieving first oil. Cross-company collaboration improved, reducing friction in decision-making and resource allocation. Strengthened risk management and stakeholder engagement created a more resilient and efficient project environment. According to the project director, the team’s high-performance attributes, developed through strategic workshops and initiatives, were instrumental in achieving first oil.
The project’s impact extends beyond its initial objectives. Applying lessons from a previous platform (used as the design basis) the team applied a “design one, build many” approach. This enabled them to replicate and streamline engineering processes, resulting in a 15-month reduction in hull engineering time and a 20% decrease in topsides engineering time, optimizing procurement. The approach set a new benchmark for efficient offshore operations.
KEY TAKEAWAYS
- Leadership isn’t just about decision-making; engaging with teams builds trust and alignment
- Consistent, explicit messaging prevents misunderstandings and drives efficiency
- Small moments of connection strengthen team morale and uncover hidden challenges
- High-performance teams don’t form by chance; structured coaching and strategic workshops make a difference
- Multi-stakeholder projects succeed when relationships are proactively nurtured, and objectives are aligned
Achieved first oil safely
No incidents or injuries — a result of high-performance team behaviors
15-month reduction in hull engineering
Thanks to a “design one, build many” approach
20% cut in topsides engineering time
Streamlined design helped reduce cost and complexity
New benchmark for offshore efficiency
Faster, smarter execution using proven designs