The demand for energy in modern society is as high as ever. Besides, fuel consumption is expected to grow drastically within the period of a few decades ( Oil and gas trends , n.d.). For this reason, as one of the largest and most profitable producers and suppliers of oil, gas, and petroleum, Saudi Aramco has a lot of opportunities to grow and thrive in the future. At the same time, the negative sentiment of the global public towards fossil fuels and environmental pollution has been strengthening, and the interest in cleaner and greener technologies and energy sources is now on the rise. Therefore, the exploration of renewable energy sources is a growing trend, which increases the level of competition in the industry and threatens the very survival of oil and gas enterprises in the long term. Considering this, it is essential for the latter “to grapple with the pace and magnitude of the transition to energy from non-fossil fuel sources” ( Oil and gas trends , n.d., para. 3). While Aramco still plans to focus on the production of fossil-based fuels, it undertakes efforts to shift towards the exploitation of a cleaner energy source – shale gas (Dipaola and Ratcliffe, 2019). The purpose of the present report is to evaluate the tools and strategies used by the company in its attempts to tackle this change and, based on the analysis results, recommend some improvements to Aramco’s approach to change management. The rationale for Change and Aramco’s Objectives Objectives Nowadays, Aramco is one of the leaders in the production of natural gas (Figure 1). However, the company plans to improve its position in this regard and to foster “a 15-fold boost in output from unconventional deposits of the fuel” (Dipaola and Ratcliffe, 2019, para. 1). To attain this objective, the enterprise focuses on the enhancement of its infrastructure, the establishment of new facilities, and adoption of the newest technologies to make the exploration and extraction of shale gas more feasible and cost-efficient (Dipaola and Ratcliffe, 2019; Saudi Arabian Oil Co., n.d.). These targets and needs for “hard” change aimed to develop the necessary structure for the support and maintenance of the intended activities indicate that substantial shifts will also be required in terms of Aramco’s “soft” assets, including knowledge, human resources, and culture (vision and mission). Figure 1: Top ten of the states who led in the production of natural gas in 2017. Rationale The main reason for Aramco’s interest in the expansion of its shale gas production activities is that this source provides a plethora of new profitability opportunities and is in line with Saudi Arabia’s overall developmental goals. According to the statement made by the firm on its website, the use of shale gas will allow the Kingdom to meet the growing domestic demand for energy and increase sustainability during power generation and water desalination since this unconventional fuel source is characterized by greater efficiency and cleanness compared to the traditional ones (Saudi Arabian Oil Co., n.d.). The shift will also allow Saudi Arabia to diversify its economy and decrease the country’s dependence on crude oil exports (Dipaola and Ratcliffe, 2019). Therefore, it is valid to say that Aramco’s new strategic goal is a response to different types of externa