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most companies are still preparing the groundwork by acting as a fast follower by implementing
for the larger and more disruptive transformations tested technologies and processes;
that will come as oil and gas companies implement • clearly define the links between the company’s
a broader range of digital technologies. As they put most critical decisions and digital applications,
in place specific digital capabilities that can deliver including showing how digital applications
fast results at reasonable costs, executives need will improve decision-making effectiveness.
to develop a strategic roadmap encompassing In addition, adjust the operating model to
the digital strategy, operating model changes and, facilitate the sharing of key information,
most importantly, people capabilities. Approaches leveraging all available data sources;
differ, of course, from one company to the next, • evaluate the investment necessary to digitize
depending on appetite for risk, potential gains from the key activities of the company’s value chain,
digital and readiness for the transformation. But and develop a multiyear budget and an overall
they typically include five key elements: roadmap balancing the capture of economic
• identify the areas of the value chain with the benefits with the financial burden on the cash
highest impact on financial and operating flow;
Fig. 2 - Although digital will results and cross them with the opportunities to • assess current personnel capabilities
affect the entire oil-and-gas and develop a plan to address the gap.
value chain, four key ap- • enhance delivery through digital technologies The talent upgrade plan should deal with
plication areas are already (figure 2); deficits in technical expertise and include a
monitor key industry and technology trends,
emerging (Sources: SPE Re- focusing on the identified value chain areas comprehensive set of actions to instruct those
ports, Microsoft, IBM, IDC, that are specific to the operations. Decide at the front line on how to change their way of
Bain experience) whether to lead the industry by innovating or working.
Tecnologie, strategie e persone
per diventare un’azienda digitale
dell’oil & gas
I sistemi di analisi dei dati non sono una novità nel settore dell’oil & gas, ma la prossima
generazione delle iniziative digitali genererà risparmi drammatici e significativi miglioramenti
della produttività.
Alla luce della situazione economica odierna molto sfidante, i dirigenti devono focalizzare
gli investimenti digitali laddove daranno i maggiori ritorni, ma questi devono essere in linea 65
con il piano strategico di lungo termine. Impiantistica Italiana - Luglio-Agosto 2016
