Navigating complexities in managing operations and strategies across diverse countries and business units: The affiliate alignment initiative at a large oil and gas company

Authors:

Abdulrahman M. Al-Dossary and Dr. Pablo Colman

ABSTRACT

This paper examines the complexities of managing operations and strategies across diverse countries and business units, with a particular focus on knowledge management and affiliate governance in multinational enterprises. Using a case study of a major oil and gas company’s Affiliate Alignment Initiative, the study investigates how standardized governance frameworks and Shared Ways of Working (SWOWs) are adopted across affiliates operating under varying ownership structures and legal environments. Drawing on qualitative and quantitative data—including focus groups, interviews, and document analysis—the findings reveal significant variation in SWOW adoption driven by ownership percentage, partner willingness, and the nature of the business. Wholly owned affiliates demonstrated strong alignment and improved performance, while joint ventures with resistant partners experienced limited adoption and performance decline. The study highlights the challenges affiliates face during post‑merger transition periods, particularly when governance documents and tacit knowledge are lost. To address these issues, the paper proposes the establishment of a Master Authority Framework and a global governance structure requiring board‑level endorsement and collaborative development with affiliates. The research underscores that SWOW adoption ultimately depends on affiliate business owners’ perceived value of alignment, emphasizing the importance of clarification sessions and demonstrable benefits. While the study is constrained by regional legal complexities and the exclusion of early M&A phases such as due diligence, it contributes practical insights into post‑integration knowledge governance and identifies opportunities for future research.

Citation:

Al-Dossary, A., and Colman, P., 2026. Navigating complexities in managing operations and strategies across diverse countries and business units: The affiliate alignment initiative at a large oil and gas company. Journal of Operational Excellence in Mergers and Acquisitions, 2(3), pp. 1-8.