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Case StudyShell


Case StudyShell

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Shell is a global group of energy and petrochemical companies headquartered in The Hague, the Netherlands, under the parent group Royal Dutch Shell PLC. Today, Shell faces increased policy pressure to meet growing energy demand while doing so in a responsible manner to the planet. To that end, Shell’s aim is to integrate its operations and innovation strategies “to meet the energy needs of society, in ways that are economically, socially and environmentally viable, now and in the future.”i

Shell’s integration strategy is structured around three primary businesses:

• Upstream searches for and recovers crude oil and natural gas.

• Downstream refines, supplies, trades, and ships crude worldwide; manufactures and markets a range of products; and produces petrochemicals for industrial customers.

• Projects & Technology manages delivery of Shell’s major projects and drives the research and innovation to create technology solutions.ii

In 2015, Shell was ranked third on the Global Fortune 500 list behind Walmart and China oil giant Sinopec Group. Operating in more than 70 countries and employing more than 94,000 people, Shell earned $421 billion in revenue in 2014.iii

In order to remain competitive and retain a leadership position in the industry, Shell places technology and innovation at the core of its strategy.iv In 2014, Shell was ranked by Fortune as the sixth Most Innovative global company, and ranked #1 in the energy sector.

For most of the more than 100 years of its existence, Shell operated largely as an internally focused supplier of oil. Today, Shell is among the most integrated energy service companies in the world and well positioned to keep innovating despite the uncertainties of our current low-priced oil market and climate change policies.

Foresight has long been a core part of Shell’s culture and innovation practices. They are widely credited with popularizing scenario planning within corporate settings. In the 1970s the process helped them anticipate the formation of OPEC and shifts in the oil markets—leading to their rise as a major energy player within the industry.

Looking at the future continues to be part of Shell’s culture. In 2016 Shell is expected to play a critical role in guiding global energy policy as a founding member of the Energy Transition Commission which aims to set strategies for government and the private sector to reduce humanities impact on the climate while maintaining strong economic growth.

Read on to discover some of Shell’s innovation secrets and learn how they might apply to your organization.

Integration Drives Innovation


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The Four Innovation Capabilitiesfuturethink’s Case Studies are designed to provide insights on today’s leading innovators. Information about each of the companies we feature covers the four key innovation capabilities: Strategy, Ideas, Process, and Climate.

Set a foundation that defines innovation objectives and mobilizes your efforts. The notion of “serendipitous innovation” is dangerously outdated. The secret to success lies in crafting an action-oriented strategy. It means setting a vision for your company to follow and viewing innovation as an expected result, not a lucky one. Innovation should be handled like any business initiative: with an eye on growth, results, and profit.

Think differently to develop original ideas that drive business value. In today’s economy, the ability to continually fuel innovation is what separates winning organizations from the rest. Idea generation should be managed, purposeful, and clearly linked to business objectives. Leading innovators succeed by balancing out-of-the-box thinking with sound management principles.

Create a streamlined and flexible approach to shepherd innovative ideas to market. The reality in every organization is that money is limited. To make sure you’re spending effectively, you must have a streamlined process for innovation. A good process will help to consistently identify your best projects and enable you to move them forward more efficiently.

Build a thriving work environment that drives innovation across your organization. We live in a world where the new replaces the old very quickly. Only organizations that keep pace with the shifting marketplace will be able to stay ahead. So how do the best companies adapt? They cultivate a climate in which employees are encouraged to innovate in a continuous and consistent manner. The companies that stay ahead have made innovation part of their DNA.

futurethink analysts develop case studies by drawing from a mix of extensive research, by conducting organizational and customer interviews (where possible), and by experiencing first-hand interactions with the organization. We want to thank those individuals who contributed to this case study and provided the information found herein, which made the Shell story so fascinating.

We hope the information contained on the pages that follow offers insights and inspiration for innovation in your organization.


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“The Shell Way to Innovate” Shell defines what it calls “The Shell Way to Innovate” as “the business process for creating new and insightful ideas and bringing them successfully to market.”v According to this credo, innovation at Shell cannot be a random, one-off event that results from a “eureka” moment; instead there must be a continuous process of creating new value from a steady flow of new ideas.

Furthermore, Shell’s corporate culture is based on the belief that sustainable innovation does not begin and end by simply creating a standalone innovation process—as in a single department or silo—but by a embracing the idea of integration and actively cultivating a healthy ecosystem that surrounds and encourages the innovation process with strategies and idea-fueling initiatives across the enterprise. That ecosystem is the source of creativity and innovation that constantly fills and replenishes what Shells calls its “Innovation Funnel.”

Cultivating and Harvesting New IdeasShell’s original innovation efforts started by defining key strategic objectives for innovation in the various business units, from finance and project management at the corporate level, to core competencies and partnerships in the field. The result was a basic outline of the resources needed to make each operation successful. Strategic objectives for innovation are paired with the long-term value objectives for the company, along with the innovation domains, called “hunting grounds,” from which ideas can be derived. Innovation domains are meant to provide areas of focus for teams, and provide a means to judge whether an idea is “on strategy” or not. The litmus test for this is simply: “does the innovation fit within one of our strategic domains?”vi

As a practical matter, the process of managing innovation efforts at Shell is currently called the “Innovation Funnel.” This process consists of three key stages.

Stage 1: Idea Creation and Definition. At this earliest stage, ideas are generated and nurtured to see if a potential business opportunity can be derived from them. Key objectives at this point are to identify potential customer value and strategic alignment with the company. During this process, it is expected that there will be a little chaos, as creativity and diversity of thought and ideas are actively encouraged. This step is managed and executed by the Shell GameChanger team (see page 5), which works directly with the idea originator, either internal or external, who submitted the idea in the first place.vii


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Stage 2: Development and Demonstration. Approved ideas from stage one are now taken a step further, taking viability into account. In this stage, technology-driven innovation projects are developed by the innovation research group. Missing capabilities in key areas, from technology, environmental impact, products, and logistics, are identified and discussed. Feasibility studies in all these areas are conducted. The objective of this process is to build a working prototype and a quantified business plan.

Loss mitigation is also a factor at this stage. After prototypes and business plans are developed, the team starts to minimize any risks of investing further in an idea. External partners, from academics to scientific researchers, and business partners with commercial and technological capabilities in the area, collaborate with the viability analysis, and help come to conclusions about the probability of external value and success.

Shell has formed close partnerships with hundreds of universities around the world.viii By joining forces with other experts, Shell is able to more quickly and effectively tackle challenges such as reducing CO2 emissions and water management.

Shell’s outside partnerships for technology innovation have included:

• Colorado School of Mines (U.S.A.)

• Imperial College (U.K.)

• Institute of Coal Chemistry (China)

• MIT (U.S.A.)

• NTNU-SINTEF (Norway)

• QinetiQ (U.K.)

• Russian Academy of Sciences (Russia)

• St. Petersburg State University (Russia)

• Tsinghua University (China)

• TU Delft/TNO (Netherlands)

• University of Texas (U.S.A.)

Stage 3: Production and Application. This stage is essentially building capabilities and preparing for market launch. Launch plans are developed, including financial investments into facilities, recruiting, and customer satisfaction analysis. At this final stage, even stricter project management skills and execution plans are needed to mitigate risks.ix

Integration means Top-Down and Bottom-Up Approaches to InnovationShell innovates in two complementary but distinct ways. One is a technology-driven, top-down approach spearheaded by Shell’s Technology and Innovation team. The second is a more customer-driven, bottom-up approach embodied by the Shell GameChanger team.

1. The Technology + Innovation Team. Shell’s Technology and Innovation Group is led by Yuri Sebregets, who serves as both the Chief Technology Officer and the Executive Vice President of Innovation/R&D. Shell focuses a great deal of attention and internal resources on technology-focused innovation. Leadership understands that technology has the potential to offer a competitive advantage in responding to changes in customer preferences, societal attitudes, and competitive trends. Sustainable development is now a major initiative woven into the technological efforts, with a specific emphasis on delivering technology solutions to the sustainability issue that has become a key Shell differentiator. Beyond sustainability, Shell’s goal is to create new technologies and tools to address conventional business and customer needs.x


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Shell created the role of a Shell Chief Scientist to redouble its high-profile commitment to science, technology, and innovation. The company currently employs nine Chief Scientists to lead its technology-related efforts in specialties such as geophysics, materials, and separations. Each Shell Chief Scientist is an internationally recognized expert charged with developing innovative technology that has a measurable impact on wider business development. They also serve as mentors and thought leaders both inside and outside Shell.xi

2. The Shell GameChanger Team. Much of technology and innovation efforts in the top-down approach are designed to achieve incremental, “inside-the-box” innovation—that is, improving on existing technologies for a relatively limited number of initiatives.

“Outside-the-box” innovation within Shell, on the other hand, goes to the GameChangers. This kind of innovation has been significantly reshaped by Tim Warren, who, in the late 1990s, served as director of research and technical services for Exploration and Production (E&P). He felt that his group was lacking in innovation, and as a result would fail to meet earnings targets without the help of some bold new ideas. And he felt that those ideas were locked up in Shell employees—he just needed a way to draw them out. (In a testament to how renegades are rewarded at Shell, Warren later became chairman of Shell Companies in Australia.)xii

In 1996, in an effort to spark truly innovative thinking, he put forth $20 million in funding. He gave a small group in his team the power to award that money to ideas submitted by their peers—peers all over the company,

not just in the Exploration and Production group he oversaw. This broke down a lot of the barriers built into the approval process, letting strong ideas move more quickly toward realization than was typical in the huge organization. This was the start of Shell’s award-winning GameChanger process.xiii

This process continues today and is actually open to people inside and outside Shell. It’s basically a way for anyone who has an idea to move it past the initial inception stage into a “proof of concept.” Shell acknowledges that good ideas—some of which might change the energy industry and therefore the world—can come from anywhere, and they want to be there to support those early-stage inventions. They can provide financial backing, industry expertise, and guidance to help a lone inventor or a savvy student who might not otherwise have access to such resources.

Anyone from anywhere in the world is invited to submit an idea on Shell’s GameChanger section of their website. A panel made up of 25 full-time Shell employees with diverse backgrounds evaluate all of the submissions.

After an initial Pre-Screening assessment, external entrepreneurs are assigned a technical counterpart from inside Shell, who acts as a guide throughout the screening process. The next stage is a Screening Panel, in which the entrepreneur presents his or her idea to two members of the GameChanger team, answering any questions they may have. If the idea moves past this phase, it goes to the Extended Panel, with three members of the GameChanger team and three experts from the field related to the idea. If the idea passes muster, funding is awarded with a set timespan (usually 2–3 years) and a project plan is outlined.xiv


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One of the interesting aspects of this process is the importance Shell places on making fast decisions—instead of getting caught up in lengthy analyses and detailed scenario-planning. After each of these presentations, Shell makes a decision and communicates it to the entrepreneur within just 48 hours.xv The GameChanger group understands that harvesting all of these ideas is only valuable if they’re able to take them to market ahead of the competition. Their goal is to tap into the brightest ideas and to be a force that helps move them forward—not hold them back.

Shell’s GameChanger group, made up of full-time Shell professionals with diverse backgrounds in business and technology in the energy industry, are collectively known as the company’s “intrapreneurs.” The group is split into separate GameChanger teams, each assigned to a primary business sector, as well as one at the corporate level.xvi

These professionals have a breadth of experience, knowledge, and business perspective, and they possess the moxie to juggle technology, process, and product innovations. Most importantly, GameChangers are willing

to take risks and go against the grain of conventional wisdom for the sake of innovation. They are known as fast-movers, and are encouraged from the highest levels to embrace experimentation.

Each team is designed to operate by different rules that are outside the constraints and priorities of Shell’s day-to-day business, and work together with the business units to uncover, nurture, and develop ideas that are “between and beyond” the existing enterprise.

Each team has the authority to invest separate pools of funds to support new and unusual technologies and business ideas related to the industry. The ultimate goal is to dramatically improve Shell’s business performance by stimulating and sponsoring the development of radical, game-changing ideas that either fundamentally reshape one of its primary existing businesses, or allow it to explore entirely new, unexplored directions.xvii The reasoning behind this strategy is to stimulate innovation by reaching as many diverse and otherwise untapped sources as possible, broadening the team’s idea collection base from both inside and outside the company.

The GameChanger team also hosts open contest challenges and organizes workshops at different locations around the world to generate ideas on certain topics tied to geographic diversity, like Stranded Gas and Remote Operations. Professors, external experts, and other firms are invited to these workshops and can submit ideas for evaluation.


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Internally, the GameChanger team meets each week to discuss and evaluate the latest submissions. The GameChanger team’s role is not only to review and select potential “winning ideas,” but to serve as an advocate for those ideas they want to fund. Here’s how the weekly selection process works.xviii

1. Employees with promising ideas give a quick overview in the form of a 10-minute pitch to the panel, followed by a 15-minute session for questions and discussion.

2. Ideas that progress beyond this point go to a second round and are presented to a wider range of internal experts who can weigh in and add insight regarding feasibility.

3. After an idea goes through a proof-of-concept review, which can take a few months, the team has to show that its plan is viable and worthy of further funding.

4. About 10 percent of the ideas ultimately move forward to an operating unit or to a growth initiative area within Shell Technology Ventures. Winning ideas are typically funded an average of $300,000 – 500,000 within just eight to 10 days after final review.

The remaining ideas are either sent to R&D for further development, or work on them is terminated as they’re considered worthwhile yet unsuccessful experimentations. The ideas that don’t pass this stage are still not killed but rather “shelved” into the existing ideas database for future review by the team or by others to see how this idea might be improved or combined with other new ideas to create future “winners.” As of late 2015 GameChanger has generated 1,700 proposals and developed 100 ideas in business projects and programs. Fully 40 percent of all the development projects in Shell’s exploration and production business started out as GameChanger ventures.xix

Idea Selection Criteria

Shell relies on consistent criteria and tools to identify the best idea or, even better, to help in eliminating the “maybes.” Because business ideas in an industry like Shell’s require heavy investments, Shell cannot afford to green-light projects based purely on gut. Instead, it uses the following criteria and process to objectively evaluate and commercialize ideas:

1. Novel Is the idea fundamentally different and unproven?

2. Valuable Could the idea create sustainable new value if it works?

3. Doable Is there a plan to prove the concept quickly and affordably?

4. Relevant Is the idea relevant to the future of energy?

Gamechangers then explores three viable paths for ‘going to market’:

1. Proprietary Path The idea is commercialized through an existing Shell business unit.

2. Licensing Path The idea is licensed to an existing technology provider other than Shell.

3. Venturing Path A new company is set up to commercialize the idea.


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Shell’s Record for Groundbreaking InnovationHas this unwavering commitment to innovation yielded results? The answer is a resounding “yes.”

Here are some of the most notable achievements.

Smart Fields® Technology. Shell’s Smart Fields is a system that uses fiber optic cables to monitor conditions such as pressure, temperature, and flow of oil and gas in order to increase the amount of material extracted from a site. Fields can be unmanned, enabling engineers anywhere to operate them remotely. By monitoring a continuous flow of information, its operations, which at one point might have taken several weeks to complete, can be done in hours. Utilizing this new technology yields greater returns, too: 10 percent more oil and 5 percent more gas can be recovered. In addition, operating costs are about 20 percent less, and the system reduces the risk workers normally face on platforms offshore.xx

Champion West, an area located 56 miles off the coast of Brunei in the South China Sea, was the first field to use Smart Fields from inception. With oil reserves scattered deep beneath the sea, the site was ignored by companies for over 30 years because it was too expensive to develop. With Smart Fields, Shell has created one of the most advanced oil and gas fields in the world.xxi

Snake Wells. Shell’s snake well technology and drilling technique has become a bit of an innovation legend

within Shell. As the story goes, one of its engineers came up with the idea after watching his son sip on a bendable straw, which he was manipulating to get the last bit of liquid from a hard-to-reach part of the glass. The father had an Aha! moment and thought: “Why can’t Shell apply the same bendable approach to drilling in order to access hard-to-reach oil reserves?” Shell actually used this bit of intrigue in a marketing campaign in 2007, creating a short film still available on YouTube.

Unlike conventional wells, snake wells drill horizontally as well as vertically, navigating under the surface to hit pockets of oil modeled by a computer program. It would take three conventional wells to achieve the same results as one snake well, cutting development costs by at least 15 percent. As easily available oil reserves are mainly gone, companies such as Shell must continue to innovate new ways to reach known reserves that have until now been too difficult to extract.xxii


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Managing Emissions. Shell’s scientists and engineers are developing technologies that improve the efficiency of fuels and lubricants and reduce the levels of CO2 released into the atmosphere. Recent advances have enabled the development of an alternative to cement, the world’s second-largest source of industrial CO2. They are also finding ways to provide cleaner products by removing sulfur, cleaning up coal, and taking out particulates from fuels.

In addition to reducing the amount of carbon released into the air during industrial activities, Shell is also working on large-scale carbon capture and storage (CCS) projects. While commercially unproven, many industry players view it as one of the most promising methods for reducing the effects of global warming.xxiii Because of the scale and complexity of such projects, governments play an important role in the policies that will ultimately make CCS commercially successful.xxiv Shell and power firm SSE are looking to develop the world’s first full-scale CSS project in Peterhead, Scotland. In March 2013, the UK government chose this project to progress to the final stages of the CCS Commercialisation Competition.

Smart Partnership for Sensing Solutions. In recent years Shell has invested in strategic partnership with companies like HP to develop an “Ultrahigh-resolution Seismic Sensing Solution,” which will help Shell identify and

monitor reserves of natural resources far below the earth’s surface. Utilizing this system helps Shell maximize the exploration prospects and output of difficult oil and gas reservoirs, while at the same time is safer and more cost-effective than previous tools. It’s a natural partnership between two strong innovators, giving Shell an advantage over competitors.xxv

Shell is also partnering with medical imaging technology developers to understand new ways of applying novel techniques to oil and gas field development.

Two-Fold Strategy of Addressing Climate Change Althought Shell’s primary business remains based in traditional hydrocarbons the company has made significant investments to address concerns over climate change. Its innovations can be divided into two major pathways: increasing low-carbon fuels like natural gas and biofuels and pure play investments in renewables like solar and wind.

The low-carbon fuel path continued in 2015 with its acquisition of natural gas giant BG Group. Shell also continues to invest in the idea of ‘growing energy’ through investments in non-food based biofuel programs.

Solar remains Shell’s primary renewable investment arena. In 2015 the company announced a five year $75 million investment in India.xxvi


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Scenarios and EventsScenarios. Shell uses scenarios to examine various possible views of the future. Instead of forecasts with specific predictions, these reports take into account significant world events, use actors, and include motivations in order to imagine possible outcomes. This creates several different global situations in which to explore theories and strategies, focusing on how things will affect Shell and how Shell can influence, adapt, or do what it needs to do in order to succeed.

Shell has used scenarios for over 40 years internally, and recently began sharing them with the world.xxvii Today, many of Shell’s corporate foresight products have been made public in Shell Energy Scenarios to 2050, a guide addressing the possible global response to what they saw as the most challenging outlook humanity had ever faced for energy or the planet: “more energy, less carbon dioxide.”xxviii

The current set of scenarios use the titles Mountains and Oceans. The Mountains scenario explores the dynamics of a strong role for government and far-reaching policy measures around energy use and transportation systems. In this scenario natural gas, not oil, is the dominate energy source by 2030.

The Oceans scenario explores a world shaped by global growth that is prosperous but filled with uncertainty and volatility. Government policies take the back seat to stronger market forces that keep a more traditional mix of energy resources in play through mid-century.

Contests. Public contests and challenges remain a popular innovation strategy within Shell. In 2012, Shell partnered with Local Motors to design a crowd-sourced competition where teams would design cars for unique 21st-century constraints likely to be found in urban environments and improve CO2 benefits of electric motor platforms.

The D.R.I.V.E.N. (Design Relevant and Innovative Vehicles for Energy Needs) program judged over 170 entries that would design concepts for use across five metro regions: Amsterdam, Bangalore, Basra, Houston, and Sao Palo. The final design winner was an Urban Pod vehicle that was built as a prototype to test against real-world conditions.

In 2016 Shell will continue to partner with National Geographic on a global innovation challenge that takes student concepts to solve challenges related to food, water and energy resources.


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What’s Next for Shell? The oil and natural gas industry is no stranger to sector cycles and confronting periods of uncertainty. Yet consensus among industry leaders is that today’s low-priced oil market (shaped by rapid rise of unconventional oil and gas supplies) is likely to continue.

Shell’s integration strategy will be tested as it confronts the need to reduce workforce size, sell off assets and withdraw from projects that do not offer a return on capital.

If there is a new center for this traditional oil company, it could be natural gas. More than a decade ago Shell realized that natural gas would change the energy landscape. Long before the so-called shale revolution in the United States, Shell, the company announced plans to invest several hundred million dollars in emerging technology companies to accelerate innovative projects across all energy sectors. Funds will be managed by Shell Technology Ventures.

Today the company continues its push into lowering costs to bring natural gas to market. Anticipating continued growth in global demand the company unveiled FLNG—a floating natural gas–processing plant that allows the company to extract gas at sea, convert it into a liquefied fuel, and ship it directly to global markets.

Shell executives refer to it as, “the largest offshore floating facility ever built,” and brag that it’s longer than four soccer fields and displaces six times as much water as the largest aircraft carrier.xxix The innovation helps Shell provide lower-cost natural gas to compete against cheaper shale gas being produced in the United States.xxx

At least in part because of Shell’s campaign to generate a steady stream of new ideas and promising innovations, Shell has a leading edge when it comes to energy development and distribution. Building an effective process to harvest and cultivate these ideas has been critical—from wind farms and Smart Fields to snake wells and biofuels. These realities are a direct result of Shell’s carefully cultivated culture of innovation.

As the world struggles to enter the next phases of energy production, which will likely involve the introduction and adoption of a new generation of high-tech renewable technologies, Shell must continue to explore new ideas. Innovation will be the key differentiator in the global energy marketplace. With its commitment to innovation, Shell has taken valuable steps to ensure that it remains in the forefront of that pursuit.


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What Can You Learn from Shell?Set a foundation that defines innovation objectives and mobilizes your efforts.At Shell, strategic objectives for innovation are paired with the long-term value objectives for the company, along with several strategic innovation domains, called “hunting grounds,” from which ideas can be derived. Innovation domains are meant to provide areas of focus for teams when coming up with ideas, and serve as a means to judge whether an idea is “on strategy” or not. The litmus test for this is simply: “Does the innovation fit within one of our strategic domains?”

• How has innovation been defined within your organization?

• Have specific “hunting grounds” or key areas to explore been identified so that ideation can be tied to real strategic needs?

Think differently to develop original ideas that drive business value. As evidenced by its snake well drilling technology being inspired by a child sipping through a straw, Shell is constantly encouraging its employees to look outside the norm and find the “Aha!” in the everyday.

• To what new places can your organization look for innovation inspiration?

• How can you partner with external groups to innovate better, or faster?


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Create a streamlined and flexible approach to shepherd innovative ideas to market. Shell’s GameChanger team and the process it manages help drive breakthrough ideas forward on an accelerated path.

• What workflows do you have in place to move ideas forward?

• Do you use the same process for incremental ideas and breakthrough ideas? Do you have a “fast track” system in place to accelerate ideas with the most promise?

Build a thriving work environment that drives innovation across your organization. Shell’s culture actively embraces and communicates innovation. From its GameChanger program to its imaginative scenario-planning, Shell ensures that all its key constituents are informed and up-to-date on what innovation is doing to take the organization forward.

• How is your organization communicating its innovation efforts?

• How do teams inside the organization share their innovation experiences so that everyone can come up with even better ideas, faster?


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Online ReferencesGameChanger CEO Russ Conser at TEDxSugarLand: <http://www.youtube.com/watch?v=_KVsjaEcFAQ>

GameChanger Step-by-Step Process. <http://www.shell.com/energy-and-innovation/innovating-together/shell-gamechanger.html>

Knowledge at Wharton - Interview with Mandar Apte: <www.youtube.com/watch?v=4oGMqk5w-Ts> (1 August 2012)

‘Mountains and Ocean’ Scenario PDF: <s08.static-shell.com/content/dam/shell-new/local/corporate/Scenarios/Downloads/Scenarios_newdoc.pdf>

Shell & Local Motors D.R.I.V.E.N.: <www.shell.com/global/future-energy/innovation/game-changer/local-motors.html>

Shell 2015 Annual Report

Shell Climate Change Blog: <blogs.shell.com/climatechange/>

Shell GameChanger: <www.shell.com/gamechanger>

Shell GameChanger YouTube Overview: <http://www.youtube.com/watch?v=K_jpWcIs7gc>

Shell Innovation: <http://www.shell.com/global/future-energy/innovation.html>

Shell Innovation on YouTube: <www.youtube.com/watch?v=4mVF5v_5GKw>

Shell New Lens Scenarios: <www.shell.com/global/future-energy/scenarios/new-lens-scenarios.html>

Shell Technology Ventures: <www.shell.com/global/future-energy/innovation/shell-technology-ventures.html>

Shell Website: <www.shell.com>


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ENDNOTESi www.shell.com/global/aboutshell/at-a-glance.html

ii www.shell.com/home/content/aboutshell/at_a_glance/

iii www.shell.com/home/content/aboutshell/at_a_glance/

iv Verloop, J. (2006). “The Shell Way to Innovate,” Int. J. Technology Management, Vol. 34, Nos. 3/4, pp. 243–259.

v Verloop, J. (2006). “The Shell Way to Innovate,” Int. J. Technology Management, Vol. 34, Nos. 3/4, pp. 243–259.

vi Verloop, J. (2006). “The Shell Way to Innovate,” Int. J. Technology Management, Vol. 34, Nos. 3/4, pp. 243–259.

vii www.shell.com/energy-and-innovation/innovating-together/shell-gamechanger.html

viii Verloop, J. (2006). “The Shell Way to Innovate,” Int. J. Technology Management, Vol. 34, Nos. 3/4, pp. 243–259.

ix www.shell.com/about-us/what-we-do.html

x www.shell.com/sustainability/our-approach/sustainability-at-shell.html

xi Strategos Case Study. Shell.

xii Strategos Case Study. Shell.

xiii Strategos Case Study. Shell.

xiv www.shell.com/energy-and-innovation/innovating-together/shell-gamechanger.html

xv www.shell.com/energy-and-innovation/innovating-together/shell-gamechanger.html

xvi Shell Exploration & Production. EP Technology

xvii Shell Exploration & Production. EP Technology

xviii Roodhart, L.P. “GameChanger: Enabling Global Innovation in E&P.” Society of Petroleum Engineers Distinguished Lecture Series 2007-2008.

xix Shell Gamechanger. http://www.shell.com/energy-and-innovation/innovating-together/shell-gamechanger.html

xx Bloomberg Businessweek.“Oil: Squeezing Out Every Drop.” Bloomberg Businessweek (21 May 2007). www.businessweek.com/magazine/content/07_21/b4035080.htm

xxi www.shell.com/content/dam/shell/static/future-energy/downloads/innovation/webcasts/2007-03-28/technology-webcast28032007slides.pdf

xxii Bloomberg Businessweek.“Oil: Squeezing Out Every Drop.” Bloomberg Businessweek (21 May 2007). www.businessweek.com/magazine/content/07_21/b4035080.htm Schaps, Karolin. “Nine UK Carbon Capture Projects Bid for EU Funds.” Reuters (10 February 2011).

xxiii Schaps, Karolin. “Nine UK Carbon Capture Projects Bid for EU Funds.” Reuters (10 February 2011).

xxiv www.shell.com/about-us/major-projects/athabasca-oil-sands-project/managing-co-two.html


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xxv HP News Release. “Shell and HP to Develop Ultrahigh-resolution Seismic Sensing Solution.” (15 February 2010).

xxvi “Shell Foundation May Invest $75 Million in Clean Energy in India Over Next 5 Years.” 4 Feb 2015. (17 Dec 2015), http://articles.economictimes.indiatimes.com/2015-02-04/news/58796068_1_energy-sector-energy-startups-next-5-years

xxvii www.shell.com/home/content/aboutshell/our_strategy/shell_global_scenarios/scenarios_explorers_guide/

xxviii www.shell.com/content/dam/shell/static/public/downloads/brochures/corporate-pkg/scenarios/shell-energy-scenarios2050.pdf

xxix Sullivan, Robert. “The Biggest Ship in the World (Though It Isn’t Exactly a Ship).” The New York Times. The New York Times, 01 Nov. 2014. (07 Jan. 2015). http://www.nytimes.com/2014/11/02/magazine/the-biggest-ship-in-the-world-though-it-isnt-exactly-a-ship-.html?_r=1

xxx http://www.shell.com/global/aboutshell/media/news-and-media-releases/2013/shell-floats-hull-for-worlds-largest-floating-facility.html

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