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the doer and the dreamer perspectives, integra- technical infrastructure and understand potential
ting them into strategic vision. In order to do that, implication on ownership and sharing of data.
it is important to understand opportunities, while
managing the constraints that the Industry works
within. 3. Create pathways to a
defined digital destination
2.1 Measure is the key As we stated above, companies should create
Calculation power, new devices and cloud compu- pathways around different aspects of the business,
ting has completely changed the opportunities to this means defining steps that are required to make
measure every single aspect of a business. In this progress on a group of digital initiatives. These
environment it is not only possible to think big but paths rise on waves of evolution as the company
dangerous not to. Having the capacity to scale up makes progress on its journey to a digital destina-
what works is key. tion. We identified eight mayor initiatives split in four
“what”’s and in four “who and how”’s.
2.2 Profit pools will shift
Digital innovation will shift profit pools in Oil & Gas, 3.1 The four “what”
even though many open questions along the value
chain remain to be answered, such as: i) Stakeholder and channel management
• who will dominate a possible new profit pool in Oil & gas Industry requires a peculiar approach to
digital services – E&P, oilfield services or new digitalization, especially if compared with the cu-
providers? stomer-centric approach of various consumer/retail
• how will proprietary digital platforms shift sha- businesses. The key characteristics of the market
re among traditional equipment providers and requires a specific approach with a wide array of
upstream? stakeholders, including suppliers, governments,
• to what extent will renewable energy participants regulatory bodies and local efficiency. Digital tools
challenge traditional oil & gas profit pools? can have a positive impact on every third-party in-
teraction (i.e. performance management, suppliers
management, compliance).
2.3 Ecosystems make all the difference
Digital is removing boundaries across the value ii) Products and services
chain, and this can be perceived both as a thread Digital can support the development of new pro-
or an opportunity. For sure many of the disruptions duct and services, improving all the different steps
that digital is providing requires strong choices in of the value chain, as well as disrupting old models
managing relationships with the entire ecosystem, and shifting profit pools.
to guarantee the connection of different actors on
the same platform, affording relevant investments iii) Operations
in equipment with long life cycles, managing aging The greatest impact of digital in operations is

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