Business Case: Virtual pipelines enable natural gas to reach places where conventional pipelines do not exist. In this emerging new space of “virtual pipeline,” identify global opportunities to provide the complete solution, by way of external partners and gas monetization (CNG, m-LNG).
Team Members: Igor Loureiro (Global Growth Operations- Brazil); Ivette Castillo (Energy Management – Mexico); Romain Berlier (Aviation – France); Daniel Icasiano (Power & Water – Singapore); Tiffany Clark (Capital – US)
As soon as the teams were announced, the project sponsors initiated a call with all team members to provide an overview of each project, as well as introduce the ECLPs to their respective project managers. Following the call, the teams hit the ground running and began formulating their timeline for the four-week project, as well as conduct and schedule interviews with subject matter experts and stakeholders. Having ECLPs from different businesses allowed us to bring a unique set of skills to each project as well as allowing us to fill in the gaps – interviews conducted spanned various businesses from Capital to Power & Water to Global Growth Operations, etc. – all businesses were well represented. Among the three teams, more than 150 interviews were conducted providing stakeholder maps for the business to later reference.
So what value did ECLPs bring to GE’s industrial business of Oil & Gas? All of the projects shared common themes - commercialization and customers. Our team members from various businesses brought a unique point of view to the commercial models and strategies. The project’s team environment also brought diversity in terms of geography, businesses, experience, technical and commercial skills, and leadership. These characteristics fostered rapid development of our projects that was instrumental in accomplishing our deliverables within a 4-week time period.