Shell’s Gamechanger Model in the Energy Sector

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Table of Contents

Summary
Key Learning Points
Relevant Statements to the Session
Critical Analysis
Practical Implications
Learning Reflections
Reference List

Summary

The GameChanger model implemented by Shell is targeted at identifying and developing innovative ideas from inventors across the globe; such ideas are associated with improving the energy sector in the nearest future. Founded in 1996, the GameChanger program offers innovators technical and financial support they require for demonstrating the commercial benefit of their inventions (Shell n.d.). An interesting fact about the program is that Shell recognizes the importance of experiencing failure to achieve success; thus, the company does not shy away from the most daring and interesting ideas that seem risky or unprofitable. In this way, Shell managed to implement tremendous change in the sphere of energy production through adopting innovation and promoting the culture of embracing new technologies by cooperating with inventors.

The most outstanding point of the GameChanger program is associated with the company’s idea that innovation can often come from unusual sources, like, for example, children’s toys. Shell’s Senior Research Scientist, Erik Cornelisen was inspired by a rubber toy that grows when placed in water and invented a synthetic rubber seal for inside wells. The seal swells when contacted with water, the same way the toy does (Shell n.d.). The sphere of medicine also had an impact on inventors – Daniel Pusiol, an expert in nuclear magnetic resonance, proposed to use MRI for enhancing the understanding of how fluids move through rock. Ideas that came from unusual sources have proven to be very beneficial for the company; this suggests that the GameChanger program adds to Shell’s competitive advantage and provides inventors with opportunities to test even the most courageous ideas in real life, which, in turn, promotes the culture of innovation and technological growth.

Key Learning Points

Unlike other companies that approach the concept of change with reluctance (Strategos n.d.), Shell adopted a model that perpetuates the ideas of creativity and innovation, not shying away from failure. The adoption of the GameChanger program allowed Shell to be more creative with its development process and allowed innovators to contribute to the business by testing out any ideas that in perspective can bring tremendous benefit.
The GameChanger program makes a good impression on anyone learning about it because promoting creativity and innovation while being prepared for failure is something of which not many companies can boast.
Modifications of the model can work in almost any company and field of operation when the management is not afraid of implementing change and investing in the development of new ideas.
GameChanger is a model for making innovative ideas come to life and ensuring that they benefit a company in a long term; however, the model is not for businesses that are trying to make a profit fast – innovations can take years to become profitable.

Relevant Statements to the Session

Nurturing inspirational ideas and making them real is the key message that the GameChanger model conveys. The example of Shell showed that the most valuable inventions often come from surprising sources, and if the management believes in their potential, there is a high chance that the innovations will bring benefits. Even in cases when inventions turn out to be unsuccessful, the company learns from its mistakes and tries again.
Innovation through the GameChanger program differs from traditional approaches to new product development in the sense that it takes even the most extreme ideas and tests them in real life. Usually, other companies go for ideas that seem viable and profitable from the very beginning while Shell sees great potential in innovations that seem questionable to others.
A potentially game-changing idea can be associated with incorporating customers into the process of innovation and allowing them to make suggestions from the customers’ viewpoint about how a business can improve.
One can be hesitant about submitting ideas for GameChanger because all proposals go through an extensive analysis to ensure that a company invests in a truly interesting and inventive idea. The concerns may be associated with the lack of the innovative component in the idea, even if it seems to be potentially game-changing.

Critical Analysis

In the process of innovation, there is always a risk of failure and unfulfilled expectations. Moreover, companies risk losing their investments in projects if they do not succeed. Similarly, companies can lose customers if implemented changes are not friendly to the public. Lastly, there is a risk of other businesses copying innovations implemented by a company that did it first.
Because inventions are intellectual property, patenting can be a good solution for innovators and companies to protect their ideas from being stolen since it allows inventors to be in charge of how innovations are being used.
Compensating inventors for their ideas is a fair route company can go to ensure that they continue coming up with new ideas and bringing potential benefits to the process of innovation and product development.

Practical Implications

While the GameChanger model was created for bringing benefits directly to companies, fostering the culture of innovation can cause tremendous growth in the economy of the country where new inventions become a norm. Moreover, the process of innovation can contribute to the emergence of new markets or sectors, especially in cases when inventors get ideas from unusual sources, similarly to Shell’s MRI monitoring procedures.
The first target audience for the GameChanger model is the management of the company in which change is being implemented. After extensive testing, the management decides whether to proceed with the innovation or not.
Teams’ dynamics within the GameChanger model are based on interactions and bouncing ideas off each other, which facilitates the development of innovation. Interactions are crucial for inventors that want to take their ideas to the next level, especially when there is a possibility of benefiting not only companies but also the global community as a whole (e.g. energy sustainability, renewal of resources, reduction of waste, etc.).

Learning Reflections

The case of Shell’s GameChanger model gave insightful knowledge about how companies can improve their businesses through collaborating with inventors who can change the way businesses operate and incorporate new technologies into their practices. The GameChanger program is something that any company can implement to facilitate change, especially in cases when there is a significant downfall in revenue, and there is a need for having a fresh look at the company’s operation. Inspiration is the part of the innovation process that is given extra attention within the GameChanger model, as seen by the example with a rubber toy inspiring an inventor to create a rubber seal that swells in water. Understanding the importance of failure in the process of innovation was the most surprising because businesses prefer to stay away from risks and to preserve a smooth operational flow.

Reference List

Shell n.d., Shell gamechanger. Web.

Strategos n.d., Shell – gamechanger. Plenty of ideas. Web.

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