Upstream Digital Transformation doesn’t mean that O&G enterprises will become lean online companies. Digitalization is not fundamentally changing the business. We are still producing oil & gas. What it should do is leverage technology for increased efficiency, effectiveness and more security for people and the environment. New Technologies and ways of working can improve and expand core strengths. That’s what it is all about. It’s not about transforming the business and enable new business opportunities, although this could be – part of – a company vision as some move towards renewable energies, for example. 

True digital transformation is a series of continuous positive actions creating competitive advantages while saving the company from becoming obsolete or run out of the product.

It requires making sure one finds and puts all the right pieces in place, and removes legacy technologies and cultures; explores what’s new and invests in the right evolving technologies to stay competitive. This means developing an own vision and own criteria, like alertness to many of the game changers which come increasingly from small startup techs, like TYSO, or Atomiton (https://www.linkedin.com/pulse/edge-computing-introduction-oil-gas-professionals-jane-ren/), for example.

Imagine how much the daily operations will be impacted by installing secure and fast high volume data transmission capacity on top, far beyond anything we have known? And what if “ALL THINGS” in, on and above an Asset can suddenly talk to each other with their own machine-to-machine language (and learning capacity)? What if they would be ALL EQUIPPED with decision capacity? Actionable? Could it mean moving back from the Cloud to the Edge? If so, how big will be the shifts in roles and responsibilities and thus the need for the earlier mentioned legacy adjustments?

IT can’t do it alone

A visionary CIO will understand this and sees he cannot transform the organization alone. He has the strategic insight, visibility, and the ability to sell his visions for what his organization can be. He isn’t the one invited to the first meeting — he’s the one calling it. And if he’s truly visionary, he will do it with his Chief Change Manager or Chief Transformation Manager. The person who has teamed up with him to build the internal structure and muscle that will take care of all hampering legacy pieces in all its shapes and formats, aligning them with the technology needs to bring real results. At DOFAS we help “produce” these changes.

Don’t get hung up on Tech only

Digital transformation’ implies a focus on technology. We can all agree on that. But often companies (and people) get hung up on it. Enterprises also need the ability to think beyond the technology acquisition. That requires open-minded, creative, collaborative and critical thinking people and strong transformational leadership, able to build teams and trust and create the room to experiment and set organizational principles that allow DevOps who can move fast with the changes. That has nothing to do with technology as such and all with leadership and mindset of people using it. So one may start here as well! Only together and integrated, digital transformation becomes the successful way forward.

At DOFAS we have the intelligent change capacity for the new reality that helps leaders and their managers and teams stay ahead of the curve or get well into the process and if efforts are not going well, or no progress is made, find better ways to balance new technologies and legacy. And underway, we help keep a finger on the Tech pulse as well.