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Introduction
Course Introduction
- In energy organisations where ambitious growth strategies, portfolio decisions and credible energy transition pathways depend on disciplined strategic planning and effective business development, many companies suffer from fragmented processes, misaligned initiatives and missed opportunities because strategic planning and business development operate in silos without integrated frameworks or rigorous execution discipline. This oil gas strategic planning training delivers a rigorous, multi-module programme that develops advanced capability in strategic analysis, opportunity origination, portfolio optimisation and integrated business development across the full energy value chain. Participants master frameworks to align upstream, midstream and downstream priorities with corporate objectives while navigating volatility, regulatory change and decarbonisation pressures. The business development energy programme equips leaders to drive coherent growth, protect competitive positioning and deliver sustainable value in a structurally transforming sector. This course can be facilitated in London, Dubai, Kuala Lumpur, Nairobi, and other major business centres on client-preferred dates.
Why Choose This Course?
- • Avoid the substantial hidden value erosion that occurs when strategic plans are developed in isolation from operational realities, commercial opportunities and energy transition requirements, resulting in misallocated capital and unrealised growth potential
• Prevent the organisational risk of pursuing fragmented or opportunistic business development initiatives that fail to build coherent portfolios or sustainable competitive advantage
• Reduce the strategic disadvantage created when planning and business development functions lack rigorous frameworks for opportunity evaluation, risk assessment and portfolio integration, leading to repeated underperformance on major investments and partnerships
• Eliminate the inefficiency of duplicated effort, conflicting priorities and slow decision-making that arises when strategic planning and business development operate without clear governance, shared methodologies and aligned incentives
• Close the critical capability gap that leaves even well-resourced energy companies unable to translate ambitious corporate objectives into executable strategies and high-quality deal flow in increasingly competitive and regulated markets
• Overcome the personal limitation of remaining an effective functional or asset leader without developing the integrated strategic thinking, opportunity origination and portfolio leadership skills increasingly required for senior strategy, business development and general management roles
Who Should Attend ?
- • Vice President Strategy and Director of Corporate Planning accountable for enterprise-wide strategic direction, portfolio decisions and long-term growth planning
• General Manager – Business Development and Head of Strategy responsible for opportunity origination, deal structuring and strategic initiative execution across the energy value chain
• Planning Manager – Oil & Gas and Commercial Strategy Manager leading integrated planning processes, capital allocation and portfolio optimisation
• Business Development Manager – Upstream and Midstream and Strategy Lead managing opportunity screening, partnership development and strategic project execution
• Finance Manager – Strategic Planning and Senior Strategy Analyst supporting economic analysis, scenario planning and strategic decision support at portfolio level
• Strategy Analyst and Business Development Coordinator providing analytical support, opportunity tracking and coordination for strategic planning and growth initiatives
5 Days
29 Jun – 03 Jul 2026
New York
£4,515
Choose the date and location that suits you:
Learning Objectives
- By the end of this programme, participants will be able to:
• Develop integrated strategic planning frameworks that align upstream, midstream and downstream priorities with corporate objectives, market realities and credible energy transition pathways
• Lead business development origination, screening and structuring processes that identify, evaluate and advance high-quality growth opportunities aligned with organisational strategy and risk appetite
• Design and execute portfolio optimisation and capital allocation strategies that balance short-term performance, long-term value creation and energy transition requirements across complex asset bases
• Establish robust governance, risk oversight and performance management systems that ensure strategic plans are translated into disciplined execution and measurable outcomes
• Integrate ESG considerations, carbon management and sustainability requirements into strategic planning and business development decisions in ways that enhance rather than constrain competitive positioning
• Navigate geopolitical, regulatory and market uncertainty with advanced scenario planning, strategic foresight and adaptive decision-making capabilities
• Build high-performing strategy and business development teams and organisational processes that improve the quality, speed and alignment of strategic choices
• Demonstrate strategic planning and business development excellence through integrated application of learning and apply frameworks to strengthen both current organisational performance and long-term competitive advantage
Course Delivery Approach
- • Structured multi-module programme combining expert facilitation with in-depth strategic case study analysis, portfolio planning workshops and peer learning across diverse energy sector contexts
• Collaborative development of strategic plans, business development pipelines and portfolio frameworks using participants’ real organisational challenges and live opportunities
• Facilitated exploration of energy transition dynamics, geopolitical risks and competitive strategy through group simulations, scenario planning and strategic dialogue
• Personal strategic planning and business development audits where participants apply new frameworks directly to current organisational priorities and upcoming initiatives
• Progressive integration exercises and cross-module application projects throughout the programme to build capability in connecting analysis, planning and execution
• Comprehensive participant materials, strategic frameworks, opportunity evaluation templates, governance diagnostics and post-programme reference resources provided for sustained application
Course Syllabus
- MODULE 01
The Strategic Context and Imperatives of Oil & Gas Planning
• Analysing the interplay of energy transition, geopolitical shifts, regulatory evolution and technological disruption that define the strategic environment for energy companies
• Identifying the specific planning and business development challenges created by structural demand changes, capital reallocation pressures and evolving stakeholder expectations
• Understanding the distinct strategic positions and growth pathways of national oil companies, international oil companies and emerging energy players
• Assessing the implications of net zero commitments, carbon management requirements and policy uncertainty for existing portfolios and future growth options
• Recognising the leadership mindset shifts required to move from incremental planning to transformative strategic leadership
• Establishing clear personal and organisational objectives for the programme aligned with current strategic challenges and growth priorities
MODULE 02
Strategic Analysis, Foresight and Scenario Planning
• Applying structured strategic analysis methodologies to diagnose industry dynamics, competitive positioning and organisational capabilities
• Developing advanced scenario planning capabilities that enable robust strategy development and stress testing across multiple plausible futures
• Building skills in identifying weak signals, emerging trends and potential disruptions relevant to long-term energy strategy
• Managing the tension between long-term strategic intent and short-term performance pressures in capital-intensive energy businesses
• Establishing organisational processes that embed strategic thinking into routine decision-making rather than treating it as a periodic planning exercise
• Creating practical approaches to communicate strategic direction clearly and build organisational alignment around chosen pathways
MODULE 03
Portfolio Strategy, Capital Allocation and Investment Prioritisation
• Developing systematic approaches to optimise asset portfolios through disciplined capital allocation, divestment, acquisition and partnership decisions
• Building capability to evaluate and prioritise growth opportunities, maintenance investments and transition initiatives within a coherent portfolio framework
• Managing the trade-offs between risk, return, strategic fit and energy transition alignment at portfolio level
• Establishing governance processes for portfolio review, prioritisation and rebalancing in response to changing market, regulatory and operational conditions
• Integrating operational performance data, integrity status and commercial outlook into portfolio-level strategic decisions
• Creating practical frameworks for ongoing portfolio health assessment and timely strategic adjustment
MODULE 04
Business Development Origination, Screening and Deal Structuring
• Applying structured approaches to identify, screen and prioritise business development opportunities aligned with corporate strategy and competitive advantage
• Developing capability to conduct rigorous opportunity evaluation, due diligence and commercial structuring for acquisitions, partnerships and new ventures
• Building skills in negotiating term sheets, structuring deals and securing internal approvals for high-stakes growth initiatives
• Managing the interface between business development, strategic planning and operational execution to ensure realistic delivery assumptions
• Establishing clear governance, risk assessment and approval processes for business development activities
• Creating practical frameworks for building and maintaining a high-quality opportunity pipeline that supports sustained growth
MODULE 05
Partnership, Joint Venture and Alliance Strategy
• Developing coherent approaches to partnership and alliance strategy that complement organic growth and acquisition pathways
• Building capability to evaluate, structure and govern joint ventures and strategic alliances that deliver mutual value and protect organisational interests
• Managing partner selection, governance design and ongoing relationship leadership in complex multi-party arrangements
• Integrating partnership strategy with overall portfolio optimisation and energy transition objectives
• Establishing performance monitoring and value realisation mechanisms for strategic partnerships
• Creating practical frameworks for ongoing portfolio review of partnership holdings and timely restructuring or exit decisions
MODULE 06
Energy Transition Strategy and Sustainable Growth Pathways
• Developing credible and value-accretive energy transition strategies that balance optimisation of existing hydrocarbon portfolios with disciplined investment in lower-carbon opportunities
• Building capability to assess transition pathways, evaluate strategic options and set realistic yet ambitious decarbonisation and growth targets
• Managing the organisational, cultural and capability implications of energy transition within strategic planning and business development processes
• Establishing governance and performance frameworks that integrate transition objectives with traditional financial and operational metrics
• Leading stakeholder engagement on transition strategy with investors, regulators, partners and civil society in ways that build credibility
• Creating practical approaches to measure, report and communicate progress on sustainable growth objectives alongside traditional performance measures
MODULE 07
Strategic Implementation, Execution and Organisational Alignment
• Developing structured approaches to translate strategic plans into clear priorities, resource allocation and accountable execution plans
• Building capability to align organisational structure, processes and incentives with strategic objectives
• Managing the change, capability development and cultural shifts required to deliver ambitious strategic initiatives
• Establishing governance, reporting and escalation mechanisms that maintain strategic discipline while enabling timely adaptation
• Leading cross-functional strategy execution with clarity, accountability and sustained momentum
• Creating practical frameworks for measuring implementation progress and intervening constructively when execution deviates from plan
MODULE 08
Performance Measurement, Learning and Strategic Adaptation
• Designing meaningful strategic performance metrics, targets and reporting frameworks that track progress on growth, transition and value creation objectives
• Building capability to conduct rigorous post-implementation reviews, extract lessons and embed continuous improvement into strategic processes
• Developing approaches to monitor external environment changes and adapt strategies proactively rather than reactively
• Managing the balance between strategic consistency and necessary adaptation in volatile and uncertain conditions
• Establishing mechanisms for organisational learning that improve future planning and business development quality
• Creating practical frameworks for communicating strategic performance transparently to boards and external stakeholders
MODULE 09
Governance, Risk Oversight and Stakeholder Alignment in Strategy
• Establishing robust governance frameworks that ensure strategic plans are developed, approved and overseen with appropriate rigour and accountability
• Developing capability to integrate risk oversight, scenario planning and contingency thinking into strategic decision processes
• Building skills in managing stakeholder expectations, investor relations and regulatory positioning in support of strategic objectives
• Managing the interface between strategic planning, corporate governance and external reporting requirements
• Establishing clear roles, responsibilities and decision rights for strategy development and major business development initiatives
• Creating practical approaches to strengthen strategic governance and reduce the risk of misaligned or poorly executed strategies
MODULE 10
Personal Strategic Leadership and Organisational Legacy
• Consolidating learning across the programme into a coherent personal strategic leadership philosophy and practical operating model
• Developing advanced strategic thinking habits, influencing skills and decision-making disciplines that enhance personal effectiveness at senior levels
• Building capability to lead strategy processes, coach strategic thinking in others and embed disciplined planning and business development practices across the organisation
• Establishing mechanisms for ongoing strategic learning, reflection and continuous improvement as a senior energy leader
• Creating a detailed personal action plan for immediate application and long-term development in strategic planning and business development leadership
• Committing to ongoing mastery and active contribution to building organisational capability in integrated, forward-looking strategic planning and growth execution
Organisational Impact
- • Improved quality and coherence of strategic plans, growth strategies and portfolio decisions across the energy value chain
• Stronger pipeline of high-quality, strategically aligned business development opportunities and successful deal outcomes
• Greater organisational resilience to market volatility, regulatory change and energy transition pressures through disciplined planning and adaptive execution
• Enhanced internal capability to originate, evaluate and execute complex growth initiatives with reduced reliance on external advisers
• Better alignment between strategic intent, resource allocation and operational delivery across the organisation
• Sustainable competitive advantage through more rigorous, forward-looking and integrated strategic planning and business development practice
Personal Impact
- • Clear acceleration in career trajectory as strategic planning and business development capability becomes a recognised personal strength and differentiator for senior strategy, growth and general management roles
• Greater professional confidence and influence when leading strategic processes, engaging boards and driving major growth initiatives
• A distinctive professional brand as a strategic thinker and growth leader capable of shaping organisational direction and delivering sustainable results
• Practical frameworks, diagnostic tools and leadership disciplines that deliver immediate and lasting improvements in current and future roles
• Enhanced ability to build and lead high-performing strategy and business development teams that improve organisational decision quality
• A sustainable personal approach to strategic leadership that supports long-term effectiveness, resilience and career fulfilment
• General Notes
• Sector customisation available on request
• Training material provided
• Elevoris Certificate of Training issued to all participants
• Optional post-programme advisory coaching available
• In an energy sector where the difference between sustained value creation and gradual erosion increasingly depends on the quality of strategic planning and disciplined business development execution, the ability to think systemically, originate high-quality opportunities and drive coherent growth is the defining leadership capability. This programme provides the depth, integrated frameworks and personal development required to lead at that level.
• Enrol now in the Oil & Gas Strategic Planning & Business Development Programme to develop the strategic mastery that will distinguish you as an outstanding strategy and growth leader in the evolving global energy sector.
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