Wireline Magazine Autumn 2020 Issue 49

Comparing responses around data from board members/executive against managers/team leaders provides a slightly less positive picture. It is likely that the data in the figure above is clouded by a significant number of senior leaders who may be provided curated reports and datasets generated by others, without having to go through the process of accessing, extracting and manipulating the data themselves.

MIDDLE MANAGEMENT VIEW OF DATA IS LESS POSITIVE

% of responses that answered ‘agree’ or ‘’strongly agree’

SECTION 7

Active data management strategy 66% INNOVATION PROCESSES ARE IMMATURE • Innovation is a strong indicator of digitalmaturity, however, less than 40% of organisations have an end-to-end process and amechanismto feed ideas into it. • Thereare awide rangeof approaches to innovation, butmost ‘bottom-up’ innov tion processes are relatively immature. Bottom up innovation processes aremost likely to succeed. 57% 71% 61% 76% 46% 73% 48% Board / Executives Managers / TeamLeaders Results related to the value drivers for digital provide a clearer picture of the fact that organisations are prioritising data, even if the reality for those further down the organisation is that there is still some way to go. There are various ways by which organisations can explore digital initiatives, with 88% of organisations indicating that they were performing some kind of internal innovation. INTERNAL INNOVATION IS BEING DONE BY MOST THE TOP DIGITAL VALUE DRIVERS RELATE TO DATA Respondents were asked to rank eight digital value drivers in order of importance. Overall score out of 100 was assigned based on average rank. 13% 11% 23% 54% 88% + + = Exploit data for performance improvement. Immediate access to data when I need it Data is well managed & maintained

Some internal innovation

Buy off-the- shelf

Build in- house

Increase availability & access to data Collaboratewith partners

Mixture

The survey seeked to explore more about the internal innovation processes – the more formal mechanisms through which digital ideas are identified, developed and scaled.

journey. They understood its importance in retaining and growing their customer base, he adds, but uncertainty remained on how to source the support needed to make it happen. The answer, he says, is on the doorstep for companies in the north-east of Scotland in particular. “There’s a digital capability in the north-east that in fact has its origins in oil and gas – many specialist companies have come out of it. There are around 180 digital technology enterprises in the region, and four of Scotland’s largest digital services companies operate locally, but we’re not using that resource as much as we might.” “For the local oil and gas sector to remain competitive in what is a mature basin – and for the drive needed for the energy transition – we’re going to have to enhance that relationship between oil and gas and digital, and collaborate on new ways of working,” he notes. IM possible As one of the initiators behind the survey, OGUK delivery manager Sakthi Norton is pleased with its results, and the fact that they provide some actionable insight for managers in the sector: “From the point of view of the [OGUK] Information Managers Forum, we have always known that the barriers are not technology, but this survey has given us the tools to articulate that,” she tells Wireline. “The big takeaway is that digitalisation is a holistic transformation. It’s not just about one thing, and it’s about being 100 50 Increase level of insight from data Reduce co t Develop user centric w ys of working

organisations struggle to make data available internally, and don’t intend to focus on sharing until they get their own data sorted,” he adds. “That’s understandable, but the industry can’t wait until everyone resolves their own data issues because that will never happen. It’s a continuous process, with no end point.” He believes collaboration will be fundamental in supporting the energy transition process, with a need for data collection and associated standards at, for example, cluster or regional levels to support activities such as carbon footprint monitoring. In addition, data sharing is imperative for smaller operators in particular who may not possess enough data on their own to train artificial intelligence (AI) algorithms or machine learning processes, and need access to combined data sets. “The question is how to instil greater trust in data sharing and make it as open as possible – creating a data ecosystem,” he adds. “There’s early work going on to create mechanisms that foster trust and make people comfortable. It doesn’t mean opening up everything to everyone, but pooling in such a way that the ‘donor’ organisation remains in control.” At ONE, Jared says that the survey – allied to further research undertaken by the organisation – highlighted that operators and tier one contractors recognised the need to accelerate the adoption both of digitalisation and of the more agile ways of working that yield most gains from a digital environment. It also confirmed that SMEs were less advanced in terms of embarking on the digital transformation Reduce risk Reduce time Increase quality of data UKCSData&DigitalMaturitySurvey 2020 Identify Fund Govern Develop 24 UKCSData&DigitalMaturitySurv y 2020

Most important digital value drivers

FOUR FEATURES OF AN INTERNAL INNOVATION PROCESS

An innovation process is a mechanism through which digital ideas are turned into value adding solutions.

NON- OPERATORS

The ability to identify and collect digital ideas, whether from within the organisation or from outside

OPERATORS

An approach to funding ideas – thr ugh a cent al innovation fund, or s part of project budgets

The roles, responsibilities and team structures that will support development of digital ideas

12

A p oc ss for developing id as, running pilots and scaling solutions. This could be through stag gates, or a more agile method

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