Oil, Gas Looks to Create Value in Digital Transformation
He believes large amounts of data can be overwhelming.
“Start small and scale,” he said. “Start small, prove value early and then scale up. Those who we see doing that have been pretty successful. But it’s small ball. You have to be able to look at a big picture and hit singles and doubles.”
He added that he hasn’t seen any of the supermajors “taking a swing to the fences” and being successful.
“I’ve been in the room with the chief technology officers for a lot of these companies … they get stars in their eyes in terms of returns,” said Zornio. “What they’re not doing is spending enough time listening to their operations people.”
Some have even admitted they made a mistake in putting together a digital transformation team within their own company and making them responsible for coming up with the business case and rolling out the solution.
“They can’t own the business case. The operations people have to own the business case. Those are the people who are responsible to the shareholders at the end of the day,” Zornio said.
It’s important to note that not all operating folks are created equal, said Karsanbhai.
“There are those who learn forward on technology. There are some who are more innovative,” he said. “Forward leaning ops will take the swing for the single. And you realize value with those – they’re the ones who build a bridge across the chasm.”
And the other operating people are much more likely to believe in them, Zornio added.
“They’ll become an internal advocate.”
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Senior Editor | Rigzone