Main content | back to top
Stepping up the pace
A myriad of new technologies are being developed by Shell and other companies across the world. But who makes sure Shell applies them effectively? Meet Gerald Schotman, the new Chief Technology Officer (CTO). Aged 48, Gerald is a man who likes to move quickly.
Q You were appointed as CTO earlier this year. What does your new role involve?
A As CTO I oversee the way we create and develop technology in Shell, and ensure our newly developed technologies are effectively deployed. We also have a strong external agenda, open in terms of innovation and representing the company, as well as identifying improved technologies developed by others. This fits well with my responsibility for research and development (R&D) for the whole of the Shell group.
Q How does your role as CTO fit with the team of Shell Chief Scientists?
A There is a strong connection. We currently have seven Chief Scientists at Shell, each with a specialist area. They report to the CTO, but an important part of their role is to support and challenge technology development within Shell. As in my role , they also have a strong external perspective, representing Shell and keeping an eye on technology development in the outside world.
Q You do not have a PhD, which is perhaps unusual in this role. What do you bring to the position?
A The choice around doing a PhD was a deliberate one. I have always been equally intrigued by technology development as by ensuring that technology has impact on day-to-day operations. Following a period in research I worked in three different operating companies, both in technical and business jobs. So one of the things I bring to the role is the connection between research and how it creates competitive differentiation in practice.
I take a genuine interest in all my staff and value their contribution. In Oman a few years ago I worked closely with local staff as a director, helping them to develop their capabilities and slowly bringing out their self-confidence. It was very rewarding.
Q What is your future vision for Shell?
A One of my goals is to make sure Shell is among the top companies for innovation and research. This involves not only looking at what we are researching but also how. For instance, one of our programmes called enhanced experimentation looks at developing a technology from concept to testing and identifies how to raise efficiency and improve the process. We are also looking at Toyota’s Lean methodologies to cut waste. The timescale of research in these programmes can be cut by months and even years.
I want to create a sense of developing technology as a business that strives to get the best out of its resources, and that works together as a single community.
I also want to build a very dynamic and vibrant community – tapping into new ways of doing things and using all the skills and enthusiasm of our people to bring shape, colour and energy to our team.
Finally, I value the notion of a “technology funnel”, into which we pour a vibrant mix of high-potential technology projects from every part of the business and manage them as a portfolio.
Training at the Research Centre, Amsterdam
Q But how do you fill the funnel and develop these ideas ?
A Primarily it is the pull of our businesses, as they represent the customer – and provide our R&D funding. It however also includes an “anticipated pull”, as we must think ahead and consider if there is something we could do now that would make a difference to our customers in ten or 15 years’ time.
Let me add that although the role of my team is to conduct R&D for Shell, we don’t necessarily have to do it through Shell.
There is a huge capacity for innovation outside and we would be very ill-advised to put the blinkers on and ignore this potential source of good ideas. We already have multiple partners in collaborative research projects, from industry to academia. There are many more technologies that can also be taken “off-the-shelf”. The need is to ensure we focus on those technologies that complement Shell’s own and open new opportunities or accelerate existing ones.
Our Gamechanger initiative is another way of feeding the funnel – providing support to people with bright ideas.
We then need to drive the right projects through at a good pace. Our work shouldn’t be completely driven by the urgency of the marketplace – we can’t undermine the quality of the research by taking shortcuts and balance is important– but we don’t have an infinite timeline.
Q What do you see as the biggest challenge for you ahead?
A I think the biggest challenge is making sure that our team is strong with people who are technically creative and have business sense. I want people to be proud to work in our area, both because the work is challenging and stimulating and because we properly recognise people for their contributions. Another key challenge is to build on the good innovation work in the past and at the same time promptly implement our ideas around speed, focus and external orientation.
Q And when you’re not working, how do you spend your time?
A I play squash with my three boys – I’m pleased to say I can still beat them but I’m sure this will change soon. As a family we like to ski and hike, and I love boats. I also share my wife’s passion for music.
I studied Civil Engineering at university – now I would perhaps choose Economics. My interests are broad as I’m inquisitive by nature, which helps in the job too!
*Gerald Schotman spoke to Kate Bowen
