JKX Oil & Gas plc (JKX) is a UK based hydrocarbon exploration & production company, listed on the London Stock Exchange. JKX concentrates principally on projects in Ukraine & Russia. This study will point to a strategy for JKX Oil to gain a competitive advantage in Russia and the Ukraine. This study will consider the strategic leadership of JKX through examining strategic leadership strategies which affect JKX .The aim is to establish a strategic plan that will be advantageous to JKX and the most effective way in which the plan can be implemented. It is therefore important to address the issue of the meaning of strategic leadership .This issue is analysed and discussed in section 1.1.
1.1 Defining Strategic Leadership
“Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations “Johnson, Scholes, and Whittington, R. (2010) also Gregory and Chapman, (2012) state that differentiating strategies can also create an advantage .With this in mind and understanding the different cultures where JKX operate, different approaches to different countries could realise a strategic advantage. Cole (2011) identifies “Organisation mission, vision, culture and values, organisational structure, leadership, the external environment, and customer satisfaction (including both internal as well as external customers)”. The JKX vision of strategic leadership is perhaps best summed up in the words of Winston Churchill when he famously said,
“To improve is to change, to be perfect is to change often”.(http://www.youtube.com).
Bishop (2012) states “Leadership styles and motives are also based on situations. “Leaders bring a leadership ‘style’ set to situations. A style can be thought of as the dominant pattern of a leader behaving in a position” and as far as the global JKX operations go , it is seen by the company to develop and style of strategic leadership that is styled to the country of operations , whilst not losing sight of the corporate vision ,adaptability and compromise in certain situations has proved beneficial to JKX.
1.2 Defining Organisational Change
Kotter (1995) suggests that “For change to be successful, 75 percent of a company's management needs to "buy into" the change. In other words, you have to work really hard on Step 1 and spend significant time & energy building urgency, before moving onto the next steps. Don't panic & jump in too fast because you don't want to risk further short-term losses – if you act without proper preparation, you could be in for a very bumpy ride.