Abstract
As offshore oil exploration and production raced ahead to meet rising global demand for oil, two Singapore-based marine engineering groups were leaders in the global market for the construction of offshore drilling platforms and vessels. This case discusses how the two groups had repositioned themselves to take full advantage of this demand.
The fortunes of these two marine groups in the last four decades have been characterised by high velocity and unpredictable changes. For them, the ongoing challenge was to stay flexible, continually adapting their strategies and reinventing themselves to manage the disruptive changes in the business environment. However, as more international competitors moved in to carve their share of the offshore construction market, the race was on as to whether the two could hold on to their leadership positions.
The authors recommend that students also read "Singapore's Shipyard Legacy Case Supplement" by Wee Beng Geok and Ivy Buche, together with this case.
This case was commissioned by the Maritime and Port Authority of Singapore (MPA).
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Issues: The strategic challenge of change; strategies for survival/performance in dynamic environments; competing on the edge; innovation and adaptation.
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