The purpose of this case study is to conduct a comprehensive analysis of Chevron’ corporate strategy enhancements over the last decade (2015-2025) in its venture to become highly competitive enterprise in a volatile market of Oil and Gas Production and Refining.
Analysis is conducted according to four foundational elements of strategy:
· Having clearly defined long-term goals and commitment to them
· Understanding of the competitive environment
· Resource and capability assessment
· Review of implementation success and failures.
The case study consists of 3 Acts.
Act 1: Case Introduction (500 words)
In Act 1 the case study introduces Chevron and its corporate strategy, identifies critical challenges of volatile Oil and Gas Production and Refining industry. Strategic questions about becoming a highly competitive enterprise in a volatile market will guide the direction of the investigation.
Act 2: Findings and Analysis (1500 words)
Strategic frameworks and theories, such as PESTEL or Porter’s Five Forces were used to capture macroenvironmental factors and competitive environment that impacted Chevron to enhance its corporate strategy.
Review of Chevron’s internal resources were conducted as per 4 categories: valuable, rare, in-imitable and non-substitutable to assess the impact of internal resources and capabilities to achieve strategy enhancements. Its capabilities in terms of its internal processes to efficiently deploy and tie together Chevron’s tangible and intangible resources were analyzed.
Comparison analysis between the avowed and actual strategy enhancements taken by Chevron during 2015-2025 were performed to see its implementation rate. Attempts were made to identify implementation constraints or barriers and suggestions that could have helped to overcome them.
Act 3: Conclusion and Reflective Overview (500 words)
Reflection on usefulness and applicability of strategic frameworks and theories used in the analysis.
Potential of Trend Radar tool application for this case which could help to look at dynamic changes as well as relevance of the trends and organization’s readiness to respond to them (link). Comparison of this tool with PESTEL or Porter’s Five Forces, which are inflexible with fixed categories and looking more into static current situation.
Review opportunity to implement Open Strategy outlined by Professor Christian Stadler et.al. in their book Open Strategy: Mastering Disruption from Outside the C-Suite and its benefits for Chevron in enhancing their corporate strategy.