When Statoil (now Equinor) sought to strengthen their competitiveness and business understanding, the Essentials of Competitive Strategy (ECS) project was born. The objective was to increase employee competence within value creation, market dynamics and strategy, across all disciplines and organisational levels.
The initiative was driven by significant changes in the energy market and an growing need for new knowledge. Increased competition, inflation, and the energy transition demanded better understand of the entire business model. The company could no longer rely solely on technical expertise – employees had to understand which strategic choices led to sustainable, long-term profitability and a stable market position. At the same time, there was a desire to build collective understanding of how Statoil creates value, both for the company itself and the community.
Our challenge was to create a concept adapted to participants with diverse backgrounds and experience, through a practical and engaging learning journey based on in real-world challenges. The goal was to bridge the gap between corporate strategy and daily work by making complex concepts and challenges accessible and relevant to everyone.
To meet this need, we developed a four-day learning program focused on interactivity, group collaboration, and game-based learning. Across multiple formats, participants were challenged to conduct risk analyses, identify key value drivers, and explore how strategy is translated into action. The core of the program was the simulation tool “The War Game“, integrated with exercises and real dilemmas Statoil was currently facing.
Specifique designed the entire learning program in close collaboration with subject matter experts from Statoil. We conducted a pedagogical analysis, developed content and visual elements for the course, and provided facilitation support. We also delivered the physical and digital learning tools to support the group work – game boards, decision cards, case materials, and the simulation tool itself. To ensure the program was aligned with the company’s strategic ambitions, we supported the pilot testing, facilitation and broader rollout of the program.
The ECS program quickly became a success within Statoil. After the training, participants reported a stronger awareness of their role in the value creation, a deeper understanding of strategy, and renewed sense of pride in the company’s operations. The learning initiative helped build a stronger commercial culture and was used to train hundreds of employees over several years. Many of the principles and learning tools developed for ECS were later integrated into other programs, and set a new standards for how learning can be made concrete, engaging, and impactful.
