National Oil Company Works to Shift Management Toward Digital Culture
- Adam Wilson (JPT Editorial Manager)
- Document ID
- Society of Petroleum Engineers
- Journal of Petroleum Technology
- Publication Date
- October 2012
- Document Type
- Journal Paper
- 136 - 139
- 2012. Society of Petroleum Engineers
- 1 in the last 30 days
- 77 since 2007
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This article, written by Editorial Manager Adam Wilson, contains highlights of paper SPE 150219, "A Perspective for a National Oil Company To Transition From Traditional Organizational Management to a Digital Culture," by Iraj Ershaghi, SPE, University of Southern California, and Adel Al-Abbassi, Kuwait Oil Company, prepared for the 2012 SPE Intelligent Energy International, Utrecht, The Netherlands, 27-29 March. The paper has not been peer reviewed.
The Kuwait Oil Company (KOC) introduced a digital culture within its management and professional organization. The drivers were many, mostly emanating from the concerns for enhancing production of greenfields, arresting production decline in mature reservoirs, minimizing workovers, enhancing health and safety issues with oilfield operations, and reducing decision-cycle time by effective professional engagement of subject-matter experts. Solutions required planning steps move the engineering task force from the burden of getting and managing information to deciding on options and consequence analysis presented by interpreted data.
A vision emerged a few years ago for taking systematic steps in modernizing the monitoring and management of KOC’s upstream oil and gas operations. This initiative is called the Kuwait Integrated Digital Field (KwIDF). From the experiences of other exploration-and-production companies, it was clear to the planners that the most challenging component to make the experience successful for the company was man-aging the issue of the human element. The first step was to select a number of interested and experienced staff and designate them as champions, hoping that their enthusiasm and leadership skills will affect others who can later join the movement.
KOC jumpstarted the human championship issue with a series of formalized training programs, targeting approximately 60 experienced staff members in engineering and geosciences. Those successfully completing basic training where then challenged with tougher problem-solving sessions. The overall training also included some short-duration executive training to demystify the roadmap to the transformation initiative and to emphasize the importance of clear support for the champions.
From the beginning, it was clear that failure to engage qualified personnel to run the collaboration center was a major risk affecting the installed systems’ ability to deliver value. In the vision for rapid deployment of smart oilfield technology solutions, two parallel tracks were followed. One focused on the technology and the development of collaboration centers and their first-generation-associated workflows. The second was addressing the human preparation to own the processes.
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