The next section deals with the analysis of the case. The analysis begins by listing down the organizational structure being followed by the organization before 1995 when restructuring took place. This is followed by the shortcomings of this organizational structure. The changes which were done by the organization as result of these shortcomings in the organizational structure are discussed next in the case. The benefits which were obtained by the firm as a result of these changes are also discussed. The last section of the report deals with recommendations to the Shell group in order to make the process of restructuring much more efficient. The paper concluded with the conclusion section which provides us with all major learning’s that have been obtained from the case.
Royal Dutch Shell PLC is a multinational joint venture corporation comprising two founding companies, Royal Dutch Petroleum Co. of The Hague, Netherlands. And Shell Transport and Trading Co., PLC, of London. Although starting as rivals, the two companies merged in 1907 as Royal Dutch/Shell Group, which acquired producing concerns in the Middle East, the Americas, and Eastern Europe, including Romania and Russia. It is engaged mainly in oil and natural gas. At present its five business segments are as follows: 1) exploration and production (E&P), an upstream activity that explores, recovers, and produces oil and natural gas worldwide; 2) gas and power, where it liquefies and transports natural gas to customers, as well as turns natural gas into cleaner-burning synthetic fuels; 3) oil sands, where bitumen is extracted and converted into synthetic crude oils; 4) oil products where a range of petroleum-based products are sold for domestic, transportation and industrial use; and 5) chemicals, which produces petrochemicals for industrial use.
The case deals with the organizational changes that the company had to go through.