Leadership challenge in GAS Co Essay Example | Topics and Well Written Essays - 2500 words

Leadership challenge in GAS Co - Essay Example 5.2. Many car manufacturers have begun to convert their product designs to run on greener alternatives than petroleum fuels. 5.3. Cars and land vehicles using the green technologies will be in mass production by 2015 (three years from this report), in increasing volumes every year, pursuant to mandatory provisions in international agreements and EU directives. 5.4. At present, GAS Co. is still aggressively expanding its conventional gasoline stations which, while offering biofuels, are still designed primarily for petroleum fuels; there are no special design or system considerations yet for alternative fuels. 5.5. The firm’s executives still loyally pursue the original strategy of their parents to pursue the petroleum business which is its present competency; no new competencies are being developed beyond ethanol gasoline (E85). 6. Strategy to overcome the challenge to the leadership 6.1. The present leadership must resolve to break away from its traditional strategy and consi der gaining new competencies in the alternative technologies. 6.2. Aggressive construction of refilling stations should be suspended, pending new designs pursuant to the new competencies. 6.3. Environmental scanning should be conducted to determine the technologies most likely to be adopted in their franchise areas. 6.4. Massive reorientation of R&D and engineering designs, followed by HRD, training, and operations, should follow the decision as to what innovative technologies to adopt. 6.5. New franchise contract should be revised and existing franchises renegotiated in accordance with the proposed technical changes. 7. Conclusion The leadership should assess the new technical, regulatory, and business environment and articulate their company strategies and plans to ensure the firm’s... The organization upon which this discussion shall centre is a petroleum company which, for confidentiality purposes upon the company’s request, this study shall be designated as GAS Co. The firm’s business is the wholesale and retail distribution of petroleum fuel and lubricant products. The firm is based in an emerging Asian economy, and presently has some 500 retail stations located throughout the Southeast Asia and Pacific region, and about 30 depots that store quantities of downstream petroleum products (i.e., diesel, kerosene, unleaded, ethanol (E85), and premium gasoline). GAS Co. began in 1978 as a family corporation which offered mass storage facilities for petroleum and petrochemical based products; it then expanded into providing wholesale supply of petroleum products to industrial and manufacturing clientele. Thereafter it entered into a partnership with one of the world’s leading suppliers of lubricant additives, which enabled the company to undertake its own research and development in lubricants. Not long thereafter, when the downstream oil industry was deregulated by the national government, GAS Co. took the bold step of being the first local petroleum retailer to establish its line of refilling stations. It is now the leading local petroleum retailer in the country, and continues to expand by franchising its fuel refilling stations, which it began in the 1990s.

Week four assignment (history) Essay Example | Topics and Well Written Essays - 750 words

Week four assignment (history) - Essay Example vocation was introduced, meaning that American soldiers were not allowed to shoot at the enemy combatant unless they were shot at first, yet this was a full-blown conventional war which was unforgiving because it was fuelled by the communist ideology and actively supported by the communist USSR. Later on, the same soldiers were made to wait for approval to open fire on enemy combatant, in the ROE. In part, this was also a source of anger for the individual soldiers felt that they were being restricted merely for political reasons, and not serious considerations: American Presidents, wanted to maintain America’s international reputation as a country that values life. Battalion Commanders unlike individual soldiers serving under them had a wider threshold of operational freedom. Interestingly, Battalion Commanders had more operational freedom than their superiors even though they seldom fully utilized these powers. Battalion Commanders were accorded the power to use their discretion depending on: the nature of military operations they were discharging; and the type of force they were presiding over. Battalion Commanders such as Col. David Hackworth who served in the 101st Airborne Division adopted guerrilla war strategies to match Vietcong’s strategies. This was informed by strategic, other than political reasons. The ROE accorded Division Commanders more power at the platoon, company and battalion levels. Nevertheless, there were ROE-informed limitations such as the Division Commanders not being allowed to engage in divisional-sized combat. ROE had bifurcated Division Commanders into on-line and off-line categories, with the former being the only category being the only one allowed to engage its platoons on operations and patrols, provided that the group was being led by commanders. Division Commanders nevertheless were nevertheless restricted by institutional policies and Corps Commanders, and thereby making this group a hindrance to the effectiveness of