Graham Young spent 25 years in big corporate energy: Shell, one of the largest global SAP rollouts ever attempted, decarbonising key accounts across the chemicals sector. Then he made the jump to a smaller, leaner, acquisition-hungry oil and gas company, and discovered that the levers he was used to pulling weren't connected to anything.

In this episode he and Helen Dawson dig into what that transition really teaches you: why systems thinking is becoming a core skill, why being an AI follower beats being a leader, and why steering the ship yourself beats persuading five other people to nudge the wheelKeywords: Energy, Digital Transformation, M&A, AI, Business Strategy, Change Management, Technology, Leadership, Oil and Gas, Innovation