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Figure 2. Market complexity index increased for both Contractor and Component manufacturers

and more stringent contracts. Indeed, capabilities and skilled resources. Indeed,
suppliers face real challenges in manag- with digital technology it is possible to
ing the contract defi nition phase (typi- have an expert in a central control room
cally due to limited competences, lack leading and supporting in real time opera-
of a structural approach that integrates tional resources with limited skills kilome-
legal and technical teams, …) and then tres away. Digital technologies are being
in phase of execution they are tied to progressively adopted by Oil Companies,
complex and stringent contractual terms. allowing them to realize signifi cant pro-
Many contractors and suppliers indeed
lack of a systematic and structured ap-
proach to contractual risk management. We have built a complexity index that
c. Technological leap: technological con- measures the evolution of the O&G market
tent of projects becomes a way of diffe- level of complexity from 2009 to 2016 and
rentiation for suppliers, eager to provide
more and more advanced solutions ba- highlights the key complexity factors
sed either on digital enablers (IOT, Au-
gmented reality, wearables, …) either
providing technology that answers to new ductivity improvements and overall cost
policy (such as NOx emissions standards reductions. This in turn is giving rise to
for instance). Such digital solutions (for new business models and allowing new
example remote control of operations, players to emerge, that provide specifi c
wearables and augmented reality, robo- digital solutions and compete with tradi-
tics, …) enable companies to tackle the tional O&G suppliers.
challenge of rarefi cation of specialized d. Digitalization penetration comes at an
age where the Oil & Gas industry is ex-
periencing a major generational shift:
while older generation of highly trained
specialist engineers and fi eld / construc-
tion managers come close to retirement,
Oil Companies are facing a double chal-
lenge. First, younger generations of em-
ployees have been less exposed to fi eld
challenges and therefore lack experience
and specifi c know how. Second, attrac-
ting young talents has become increasin-
gly diffi cult for traditional O&G players, as
they face competition with more appea-
ling innovative new economy companies
such as Amazon, Google, Facebook, …
So the O&G industry is exposed to a real
generational challenge, as they struggle
to recruit, retain and develop specialised
competences. In this respect, digitalisa-
tion could support a smooth generational

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