Fig. 21
Changes in China’s end-use energy mix
in the Recommended scenario . . . . . . . . . . . . . . . . . . . . . . . 22
Fig. 22
Changes in China’s primary energy mix
in the Recommended scenario . . . . . . . . . . . . . . . . . . . . . . . 23
Fig. 23
China’s carbon trading market system . . . . . . . . . . . . . . . . . 31
Fig. 24
Influence of carbon pricing and non-fossil energy
subsidies on total energy consumption and the
energy mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Special Report 1: A Study of China’s Energy Supply Revolution
Fig. 1
Structural shifts will alter the business strategies
and organisational structure of oil and gas companies . . . . . 52
Fig. 2
Megaprojects, and the pyramid organisational structure
that facilitates them, have been motivated
by historical trends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Fig. 3
The trends of the oil and gas industry will likely result
in significantly tighter margins for producers . . . . . . . . . . . . 54
Fig. 4
The fall of oil prices in late 2014 coincided with sharp
drops in the share price of major oil companies. . . . . . . . . . 54
Fig. 5
New tight oil sources have pushed total US oil
production to heights that exceeded forecasts. . . . . . . . . . . . 55
Fig. 6
Primary demand for oil and gas falls sharply under
the IEA’s 2-degree scenario (2DS), presenting a
challenge to the oil and gas sector . . . . . . . . . . . . . . . . . . . . 56
Fig. 7
R&D is shifting towards new areas, increasing
the potential for disruptive technologies to emerge . . . . . . . 56
Fig. 8
Investment in smaller projects has been greater
than investment in megaprojects since 2009 . . . . . . . . . . . . 57
Fig. 9
We study archetypical responses in comparable sectors
to understand how oil and gas might change . . . . . . . . . . . . 58
Fig. 10
Structural shifts lead to changes in business strategy, which
in turn lead to changes in organisational structure—but the
exact changes depend on motive and context . . . . . . . . . . . . . 58
Fig. 11
USPS remained under government control with a
top-down regional structure that helped promote
efficiency in a large operation . . . . . . . . . . . . . . . . . . . . . . . 61
Fig. 12
Royal Mail was separated from the Post Office and
privatised to facilitate intense cost-cutting . . . . . . . . . . . . . . 62
Fig. 13
Deutsche Post imposed a flatter organisational structure
and central service divisions to maximise synergies. . . . . . . 63
Fig. 14
Once Innogy was separated from RWE it adopted a
consumer-focused structure, aligning its divisions with
areas of the value chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Fig. 15
DONG Energy reframed its organisational structure
and applied it to offshore wind . . . . . . . . . . . . . . . . . . . . . . 66
xx
List of Figures
xx
Changes in China’s end-use energy mix
in the Recommended scenario . . . . . . . . . . . . . . . . . . . . . . . 22
Fig. 22
Changes in China’s primary energy mix
in the Recommended scenario . . . . . . . . . . . . . . . . . . . . . . . 23
Fig. 23
China’s carbon trading market system . . . . . . . . . . . . . . . . . 31
Fig. 24
Influence of carbon pricing and non-fossil energy
subsidies on total energy consumption and the
energy mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Special Report 1: A Study of China’s Energy Supply Revolution
Fig. 1
Structural shifts will alter the business strategies
and organisational structure of oil and gas companies . . . . . 52
Fig. 2
Megaprojects, and the pyramid organisational structure
that facilitates them, have been motivated
by historical trends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Fig. 3
The trends of the oil and gas industry will likely result
in significantly tighter margins for producers . . . . . . . . . . . . 54
Fig. 4
The fall of oil prices in late 2014 coincided with sharp
drops in the share price of major oil companies. . . . . . . . . . 54
Fig. 5
New tight oil sources have pushed total US oil
production to heights that exceeded forecasts. . . . . . . . . . . . 55
Fig. 6
Primary demand for oil and gas falls sharply under
the IEA’s 2-degree scenario (2DS), presenting a
challenge to the oil and gas sector . . . . . . . . . . . . . . . . . . . . 56
Fig. 7
R&D is shifting towards new areas, increasing
the potential for disruptive technologies to emerge . . . . . . . 56
Fig. 8
Investment in smaller projects has been greater
than investment in megaprojects since 2009 . . . . . . . . . . . . 57
Fig. 9
We study archetypical responses in comparable sectors
to understand how oil and gas might change . . . . . . . . . . . . 58
Fig. 10
Structural shifts lead to changes in business strategy, which
in turn lead to changes in organisational structure—but the
exact changes depend on motive and context . . . . . . . . . . . . . 58
Fig. 11
USPS remained under government control with a
top-down regional structure that helped promote
efficiency in a large operation . . . . . . . . . . . . . . . . . . . . . . . 61
Fig. 12
Royal Mail was separated from the Post Office and
privatised to facilitate intense cost-cutting . . . . . . . . . . . . . . 62
Fig. 13
Deutsche Post imposed a flatter organisational structure
and central service divisions to maximise synergies. . . . . . . 63
Fig. 14
Once Innogy was separated from RWE it adopted a
consumer-focused structure, aligning its divisions with
areas of the value chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Fig. 15
DONG Energy reframed its organisational structure
and applied it to offshore wind . . . . . . . . . . . . . . . . . . . . . . 66
xx
List of Figures
xx