TransCanada's Keystone XL Pipeline: Unfinished Business Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The senior management team at TransCanada Corporation in Calgary, Alberta, was stunned by the U.S. Department of State announcement that it was deferring its decision on a presidential permit, which was required for all building of infrastructure crossing U.S. international borders. The infrastructure in question was the projected Keystone XL pipeline, which would create a 2,735-kilometre direct course for Canadian petroleum from the in Oklahoma and the Gulf Coast. Alberta oil sands to refineries in Oklahoma and the Gulf Coast.

As the pipeline would pass through landscapes that are sensitive, especially in the state of Nebraska, non- climate change activists, governmental organizations, citizens, stars and state and federal politicians demanded the Obama administration to halt the job. Business executives had seen the Keystone XL pipeline as an enterprise that was easily achievable, financially significant and strategically convincing but now wondered whether they had missed the indications and great opportunities to avoid controversy. Intensive lobbying in Washington and extensive advertising campaigns did not appear to have enhanced the odds of the pipeline's construction. What might be done now to increase the likelihood of permit acceptance and bring the Keystone XL pipeline to fruition?

TransCanada's Keystone XL Pipeline Unfinished Business Case Study Solution

PUBLICATION DATE: January 15, 2016 PRODUCT #: W16009-HCB-ENG

This is just an excerpt. This case is about STRATEGY & EXECUTION