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Solution
Connection of Organisation Strategy, Products, Services and Customers
An organisation strategy is defined in CIPD (2023) as the set of actions and investments made in an organisation for success in achieving short and long-term goals. For example, for Saudi Aramco, their strategy include;
Increasing specialisation in oil and gas sector– This represent an organisation strategy intended to ensure that they offer good quality of oil and gas products in Saudi Arabia and internationally.
Custom-made oil and gas products depending on usage– For Saudi Aramco, with multiple organisations interested with their products, they deliver them based on use. These are institutions, individual organisations and public sector.
Linking Strategic Goals and Objectives
The identified organisation strategies have a direct correlation with the goals of the organisation. The goals include dominance of oil and gas sector in KSA and also accrue on increased profits (Bryson & George, 2020). As a result, the organisation has been exploring to operate more drilling wells while expanding their operations beyond oil and gas. The success of this include ensuring existence of resources (human and financial) to succeed in their business environment. This is amidst the growing demand of oil and gas products in locally in KSA and internationally in Middle East.
Ensure customer needs are met
Considering an organisation such as Saudi Aramco (My Employer), exploring more onshore and offshore oil and gas sources means that demand and supply would be met. This is with high-level quality oil and gas offered to their customers on time and in right quality. The outcome of this would be to increase their revenues hence edging out their competitors and increase profits (Lambert et al., 2021).
Also, with Saudi Aramco strategy including reduction of carbon emissions with 90% by year 2025, this has a direct implication on sustainability of their operations. According to Malik et al. (2020), this has a positive implication to development of the society and meeting the expectations of all employees. Hence, they are in a position of engaging recurring customers who are loyal and trusting the brand.
External Context impact
The economic landscape has a significant implication on the identified strategy. With Saudi Aramco a government institution, reduced budgetary allocation would mean challenges to execute their functions. This is with specialisation of their oil and gas products offered being a challenge.
Another factor is the technology change which has a direct implication on success in exploring oil and gas both onshore and offshore. This is for ensuring that they reach out to their customers demanding the products and services. According to Vrontis et al. (2023), with modern technology growth in AI and robotics, engaging competitors is easier and capitalising on broad market of operations. As such, to remain competitive, investing in technology is relevant for modern organisations.
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