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
5 Days
29 Jun – 03 Jul 2026
New York
£4,515
Choose the date and location that suits you:
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
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
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
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
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
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
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
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
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
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
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
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.
