Management development in Royal Dutch/Shell

Abstract

Charts the history of management development in the Shell organisation. Techniques established over many years were suddenly challenged by the economic forces of liberalisation, globalisation and technology. In particular, Shell identified two types of organisation that could profit – the “Just do it” type, a hypercompetitive network of individuals, and “Big Me”, a more socially responsible organisation with a longer‐term culture. An organisation the size of Shell can use both models. “Just do it” fits a number of Shell operations, especially its new businesses, while “Big Me” is reflected by Shell’s changing stance towards consumers and the environment. Both these models needed to be incorporated within the new management development programme and Shell’s larger career development structure.

Citation

Mahieu, C. (2001), "Management development in Royal Dutch/Shell", Journal of Management Development, Vol. 20 No. 2, pp. 121-130. https://doi.org/10.1108/02621710110382141