ExxonMobil has formally been on a journey in pursuit of agility since 2012. In that time, we’ve pivoted multiple times as we’ve understood the complexities of transforming a large enterprise with over 140 years of history. As we’ve worked the transformation, we’ve found that with a 6,500 person IT workforce, certain tech stacks dating back to the 1960s, and a large global footprint brings specific challenges that have forced us to forge our own path. We have had to learn to embrace our culture, understand our own organizational limitations and peculiarities, and reshape our expectations for how we’re going to be successful over the long term.

In this report, we’ll highlight where we’ve been, how we’ve had to approach this change differently than others in our history, and what we’d do differently if we could do it all over again.

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