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Every oil and gas company’s digital journey will differ, develop a strategic plan for how it will use digital
depending on their industry position, ambitions and technology to gain a competitive advantage over
opportunities. Digital leadership is not always the the next three to five years. All of these plans should
best strategy, and it can be expensive. However, at include initiatives that offer short-term gains and
a time when low oil and gas prices are restricting build capabilities to develop long-term competitive
investment capacity, this is one area of the business advantage. Perhaps most importantly, they should
where cost has been decreasing and tools rapidly all include details on how the flow of information
improving - so it should merit an increasing share necessitates changes to the operating model, and
of budget and focus. But whether a leader or fast how each company plans to upgrade its talent and
follower, every oil and gas company will need to capabilities to make the most of its potential.

Riccardo Bertocco

Riccardo is a partner in Bain Dallas office, USA

Lodewijk de Graauw

Lodewijk is a partner in Bain’s Perth office, Australia

Dmitry Naberezhnev

Dmitry is a partner in Bain’s Moscow office, Russia

66 Impiantistica Italiana - Luglio-Agosto 2016