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5Information Classification: Open All Rights recognised
Collaborating locally to lead the way globally in deflationary digital services
The next 20 minutes
The 7 critical cloud considerations
Future ready technology and emerging trends for 2020
Ensuring IT remains deflationary and returns agility
7Information Classification: Open All Rights recognised
The board have concerns and down the list is IT
8Information Classification: Open All Rights recognised
Security, operational reliability, cost cuts and
collaboration are on our minds for today
10Information Classification: Open All Rights recognised
Cost Assurance: Price matching
Hardware operational budget of
<£1m
Azure cost
estimator tool
Azure £250K per year
brightsolid£185K
per year
brightsolid includes: service desk, remote back-ups and DDoS protection
11Information Classification: Open All Rights recognised
Be confident and expert in Security
Hosting up to Government level ‘Official Sensitive’
13Information Classification: Open All Rights recognised
DR has to be guaranteed…. at a third of the price of your primary cloud
19Information Classification: Open All Rights recognised
Save money, cost and capex
To enable DR
Focus on the
important
Provide flexibility & Agility
To try new
services
Move to Digital
services
So we can, but why move to cloud?
22Information Classification: Open All Rights recognised
Emerging 2020 trends that we like
Predictive Analytics
Shared Services
Machine Learning
Free Apps
24Information Classification: Open All Rights recognised
Free applications and infinite development opportunities
In micro services in open source application layers
25Information Classification: Open All Rights recognised
Shared services vision and local collaboration
26Information Classification: Open All Rights recognised
Shared services vision and local collaboration
28Information Classification: Open All Rights recognised
£350K a year -the best we’ve achieved
since opening our Aberdeen Facility
29Information Classification: Open All Rights recognised
Aberdeen City Council
Migrated entire
infrastructure in under 6
weeks
No disruption to
service
Significant monthly savings
30Information Classification: Open All Rights recognised
“In brightsolid, we have found a partner with whom we can
innovatively work as we digitally transform our council
services whilst also reducing our operational costs.” Aberdeen City Council Finance
Policy and Resources Convenor Councillor
Willie Young
Technical Innovation with Personal Service
32Information Classification: Open All Rights recognised
Regional data centres and
clouds
Price matching
Community shared
economies
Ensuring IT remains deflationary
33Information Classification: Open All Rights recognised
Ecofris PUE sub 1.2525 Kw per
rack
Efficiency cooling the price
35Information Classification: Open All Rights recognised
Bundling essential services…….back-ups are boring but included
37Information Classification: Open All Rights recognised
And Awards and AccreditationsSecurity is at the heart of everything we do
39Information Classification: Open All Rights recognised
We can continue to drive down cost whilst adhering to our Values
42Information Classification: Open All Rights recognised
Enough about us, we want to hear from you
Copyright of Shell International BV
ADOPTING AN OPEN STANDARD FOR
MANAGING IT
Ard de Bruijne
Strategy, Planning & Architecture Manager Global Functions
Copyright of Shell International BV
DEFINITIONS AND CAUTIONARY NOTE
Reserves: Our use of the term “reserves” in this presentation means SEC proved oil and gas reserves.
Resources: Our use of the term “resources” in this presentation includes quantities of oil and gas not yet classified as SEC proved oil and gas reserves. Resources are consistent
with the Society of Petroleum Engineers 2P and 2C definitions.
Organic: Our use of the term Organic includes SEC proved oil and gas reserves excluding changes resulting from acquisitions, divestments and year-average pricing impact.
Resources plays: Our use of the term ‘resources plays’ refers to tight, shale and coal bed methane oil and gas acreage.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are
sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer
to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies.
‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control.
Companies over which Shell has joint control are generally referred to as “joint ventures” and companies over which Shell has significant influence but neither control nor joint control
are referred to as “associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or
company, after exclusion of all third-party interest.
This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than
statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on
management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ
materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal
Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are
identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’,
‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could
cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in
crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and
industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful
negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and
regulatory developments including potential litigation and regulatory measures as a result of climate changes; (k) economic and financial market conditions in various countries and
regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of
projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly
qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional
factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended 31 December, 2014 (available at www.shell.com/investor and www.sec.gov ).
These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 15 March, 2016. Neither Royal Dutch Shell
nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In
light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. There can be no assurance
that dividend payments will match or exceed those set out in this presentation in the future, or that they will be made at all.
We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including
in filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov. You can also
obtain this form from the SEC by calling 1-800-SEC-0330.
Copyright of Shell International BV
AGENDA
The environment
What is IT4IT anyway?
The Shell IT4IT Journey
Company name appears here
ABOUT SHELL IN 2014
$1.2 billion
Amount we spent
on R&D
70+
Number of countries
in which we operated
$160 million
Spent on voluntary social
investment worldwide
$13.7 billion
Spent in lower
income countries
10%
Our share of the world’s LNG
sold
40+
Number of LNG vessels we
manage and operate
3.1 million
Our equity production in
barrels of oil equivalent a day
51.8%
Share of our production that
was natural gas
94,000
Average number
of people we employed
24 million
Tonnes of LNG we sold
$45 billion
Cash flow from operating
activities
2%
Our share of the world’s
oil production
3%
Our share of the world’s
gas production
Copyright of Shell International BV
NAVIGATING A DISRUPTIVE ENVIRONMENT
49
EVERYTHING
TO CLOUD
INFORMATION FROM
DATA &
ANALYTICS
COLLABORATION
ACROSS ALL
(MOBILE) DEVICES
CONTROLS, LEGAL,
REGULATORY &
CYBER DEFENCE
BUSINESS PLATFORMS
GUIDE INVESTMENT
DECISIONS
DIGITALISATION
AND INTERNET
OF THINGS
Copyright of Shell International BV
IT DIMENSIONS – WHAT WE OPERATE
RESTRICTED
PLACES 10 global data centres, 367 server locations
132,610 telephone numbers
11,285 wireless access points
1,505 terabyte data traffic per month
1,298 GB network capacity
PEOPLE 140,000+ desktops and laptops in1800 sites
73,400 Mobile phones & Blackberries
110,000 service desk calls per month
52,000 user requests per month
6m internal e-mails per day; 1.2m spam rejected each month
19,847 users with Push email to own phones
50,150 virus detected and cleaned per month
3107 Workspace servers
PORTFOLIO 349 Business critical apps and services
164 ERP instances operated
980 changes to Business critical apps per month
24 Applications Operations Managed Service Contracts
5452 Applications hosted, additional desktop apps
4,618 databases
17,918 servers
11 PetaByte applications storage
PROJECTS 1,300 Infrastructure & Services projects per year
100 Project programs per annum enabling $35bn of Capital development
50 Locations of Projects
COMPETITIVE
INFRASTRUCTURE
3,600 virtual technical
workstations
Enabling data from
millions of seismic
sensors
5,400 servers,
delivering 2 PetaFlops
(2*1015 floating-point
operations per second)
34 PetaBytes technical
storage
Copyright of Shell International BV
IT4IT - THE BUSINESS OF MANAGING IT
“Would you run a listed company without
an integrated IT solution like an ERP?”
October 20, 2015 52© Shell International BV March 15, 201652
Copyright of Shell International BV
IT SERVICE
IT’S CORE ISSUE: MOST OF OUR FOCUS GOES INTO
DELIVERY, NOT NEARLY ENOUGH INTO OUTCOME
Manage Capabilities People, Process, Information, Tools
Measure Outcomes Metrics, Actions, Improvements
Plan BuildOperat
eDeploy Retire
Copyright of Shell International BV
THE THREE DILEMMAS OF IT MANAGEMENT:
COST, AGILITY, MANAGEABILITY
Speed & Agility
vs.
Diversity & Complexity
Technology Disruption
vs.
Manageability
Cost Containment
vs.
Growth
Base Cost
Investment
Budget
IT function requirements Reduce costs
Reduce risk
Business requirements Increase agility & speed
Improve performance &
experience
Copyright of Shell International BV
CONSORTIUM CREATED END-TO-END VALUE CHAINS
plan build deploy run
Copyright of Shell International BV
SUMMARY: BETTER, FASTER, AFFORDABLE,
CONTROLLED
• Integrated workflows improving the quality of delivery
• Reduced downtime
• Operations become a “broker of services”
BETTER
• Agile development and DEVOPS
• Improved Project execution
• More self-service
FASTER
• Reduces cost for IT4IT (integration / sourcing options)
• Reduce overall IT costAFFORDABLE
• Improved understanding of and response to risks & threats
• Enhanced monitoring and exception handlingCONTROLLED
And we believe we can achieve this through a holistic approach to IT4IT
Copyright of Shell International BV
COMMUNITY DEVELOPMENT – AN EVOLUTIONARY
MODEL
Shell proprietary Standard Open Industry Standard
2010: Delivery Model 2012: Segment Architecture 2014: Reference Architecture
2012/09: Consortium kicked off PWC, HP-IT, ING, Munich Re, HP-SW,
Achmea, later extended with AT&T,
Accenture, USF
2013-2016: Continued Growth of
consortiumOver 40 Members at time of this presentation
2013/10: Open Group First affiliation discussions
2014/10: Public launch at
The Open Group IT4IT
forum and standard
2015/06: V2.0
Copyright of Shell International BV
RETURN TO THE ‘COMPACT IT ESTATE’ WITH COST
TRANSPARENCY
IT BUSINESS MANAGEMENT
Application
overview
IT Management Information
Project
Overview
Infrastructure
overview
Infrastructure
optimization
TRUSTED DATA SOURCES
Config
ManagementApplications/
ServicesProjects
Application/
service costs
Infra
Invoice DataUtilization
Budget
ActualsERP
Characteristics of Culture
• Pernicious: acts through people who come and go
• Rewards those who protect it and perpetuate it
• Culture tolerates policy, governance, new process
• …Or rejects it
• Has mechanisms that help it evolve/survive
• Has trigger points for change
• Culture and policy dual for influence….unless they are aligned.
Framing the Problem Set
IS Leadership Group is diverse
Varied IT savvy
Cultures from 3 continents
Domain of expertise vary
Not culture of statistics
Few time motion studies
No framework for ROI
Executives don’t have time
We have them for 1 hour per month
Don’t have time for homework
Decision culture dominated by desire for broad/input consensus
67
Tullow IS Solution
Has to start good debate - at a glance
Has to provide right contextual understanding for decisions/debate
Has to enable a decision at the right level of specificity
Can’t imply scientific process where it doesn’t exist
Must empower appropriate challenge between executives
Must place the executives in complete control
Not asking for their opinion
Asking them for approval to spend their money
All plots must have narrative about notional 125% ROI
No hard ROI calculation required
But a good narrative is
68
Why It Worked
Right level of detail for contextual understanding Considering the time available
Considering varied IT savvy
Provides confidence to act
Compares RELATIVE strategic fit and RELATIVE ease of implementationGroup chooses spending limits
Produces quadrant to focus attention/debate
Ensures debate leads directly to spend decisions
VisualAbility to focus quickly on areas for debate and decision
Matches their allotted time to the task
Forum allows for broad participation
Decision method infers consensus
Format minimizes time investment required
73
Take-Away – Guiding Principles
• Simplicity– Level of specificity must match the level of accuracy
– Use only attributes that the group can make decisions on
• “Snap-shot” decision making– Visual with data and text detail as backup
– If they haven’t read anything….can they still contribute to a decision?
• Trust their gut– Create ability to do a deep dive into areas that don’t “feel right”
– Details can (not always by any means) confound judgement
– IT facilitates decision making – leads from the back
Hidden value: nearly all initiatives have some IT component… our solution brings the strategy debate to IT, as opposed to asking for a seat at a table in the next room.
74
IT StrategyDeveloping an IT Strategy for a low cost environment
James McLeanIT Manager, UK
March 17, 2016
80
Content
Drivers for a strategy formation
• Business outcome driven: Are you aligned to your business strategy?
• Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst remaining agile and scalable?
• Demand led: Should your charge model reflect cost dynamics?
Drivers for an new IT Strategy Formation
• Industry Drivers
• Oil price volatility
• Decommissioning is essentially a new business in the UK industry
• Steadily Declining Production
• Aging fields/assets
• Successive cost reduction rounds and the need to operate differently
• IT Drivers
• Headcount and Cost constraints
• Doing more with less
• IT Industry driving to the Cloud as a transformative capability
• Drivers for a strategy formation
Business outcome driven: Are you aligned to your business strategy?
• Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst remaining agile and scalable?
• Demand led: Should your charge model reflect cost dynamics?
An Approach for Developing Strategic Alignment
Business change well understood
IT implications identified
Understand Business Demand
Business Capabilities
IT Implications
Business & Market Context
Determine Strategic Direction
Vision
Strategic Objectives
Change Requirements
Vision and strategic objectives
Role of IT
IT operating model
Assess Capabilities
People
Process
Technology
Current state understood and aligned internally
Determine Required Actions
Control
Supply
Risks & Issues
Future state described in terms of impacts on the Business of IT capabilities
Imp
lem
ent
Develop Roadmap
Projects/Program
Timeline and Resources
Communication
Roadmap and action plan defined
Strategic direction communicated and accepted within business and IT
The Enterprise Context serves as a strategic planning tool for summarising, agreeing upon and analyzing the consequences of the main business strategies and their consequences on business change
Understand Business Demand
Business Capabilities
IT Implications
Business & Market Context
Gartner Nexus of Forces Model
© Gartner
Approach to Understanding Business Demand
• Interviews with the key business stakeholders
• CFO
• BU/department heads
• ...
Business change well understood
IT implications identified
Understand Business Demand
Business Capabilities
IT Implications
Business & Market Context
Anchor model of the businessBusiness capability model
Guiding Principals
© Gartner
• Drivers for a strategy formation
• Business outcome driven: Are you aligned to your business strategy?
Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst remaining agile and scalable?
• Demand led: Should your charge model reflect cost dynamics?
Approach to Assessing Capabilities
Assess Capabilities
People
Process
Technology
Current state understood and aligned internally
ITIL framework can provide structure
Deliver Change
Business Relationship Management
Service Operation
Operational Management
Service Desk
Capacity
Management
(design)
Request fulfilment
Change
Management
(FSOC)
Config/Asset Mgmt
Identity
Management
Security Monitoring
Incident Control
2nd/3rd line support
Apps Dev/ SDLC
Boundary &
Feasibility
PPM
PMO
Impact AssessmentIM-enabled
Business Change
Delivery Portfolio
Planning
Event Management
IM Management
Design
Solution Delivery
Strategic Alignment
TfL IM Demand
Harmonisation
Reporting and
Communication
Establish IM
Success Criteria
IM Budget setting
Transition
Applications
TTO/ Service
Introduction
Operational
Testing
Apps Maintenance
Services (AMS)
Apps Mgmt (SAM)
Financial and Commercial
Performance and Resourcing
Security, Risk, Compliance
Strategy and EA
Procurement/
Sourcing
Workforce
Management
IM Function
Financial Planning
Vendor
Management
Service KM
IM Strategic Planning EA
Cyber Security
(policy/
requirements)
Risk Management and
Control
Performance
monitoring
Projects and Change
BRM/ demand
management
(projects)
Demand sensing/
shaping Business Analysis
Business As Usual BRM
Requests for
Service
Capacity
Management
(forecast)
IM-based
Changes
Problem
Management
Incident
Management
Fin Mgmt for IM
Services
Agree IM Strategy
Service Portfolio
ManagementStandards
Compliance and Audit
BU Investment
Portfolio Management
High Level Example: Capability view of an IT Organisation Level 0+1
Application Support
Consultancy
Application Development
Application Support
Database Support
Enterprise Content Management
Project Management
Administration
Application Development
Application Development
Business Intelligence
Application Support
Project Management
Administration
Business Partner
Business Analysis
Project Management
Change Management
Asset Management
Administration
Data Services
Data Management
Physical and Digital Record Management
Compliance
Advisory
Strategy
Project Management
Technical Reprographics
Administration
Planning, Control and Compliance
Service Portfolio Management
Stakeholder Management
Governance
Strategy
Planning and Control
Compliance
Administration Support
Infrastructure Operations
Compliance
Consultancy
Strategy
Operational Support
Project Management
Administration
Project Management
Solution Design
Project Planning
Budget Management
Project Delivery
L0
L1
Future State Example of IT Capabilities – Level 0 + 1
Strategy and Planning Service Development Service Management Business Relationship
Management
Information Management
Business
Enablement
Strategy
Business
Performance
Planning
Demand
Management
Communications
Planning
Stakeholder
Management
Business
Performance
Management
Information
Management
Strategy
Information
Architecture
Information
Resource
Management
Content
Management
Business
Intelligence
Record
Management
Project & Program
Management
Enterprise
Architecture
Portfolio
Management
Human Resources
Management
IT Financial
Management
Vendor
Management
IT Strategy
Management
Service
Architecture
Service Operation
Solutions
Development
Infrastructure
Development
Service Transition
Service Delivery
Service Design
Service Strategy
IT Risk &
Compliance
L0
L1
Strategy and Planning
Enterprise
Architecture
Portfolio
Management
Human Resources
Management
IT Financial
Management
Vendor
Management
IT Strategy
Management
IT Risk &
Compliance
• Drivers for a strategy formation
• Business outcome driven: Are you aligned to your business strategy?
• Understand your capabilities: Are you able to deliver?
Sourcing strategies: How do you deliver whilst remaining agile and scalable?
• Demand led: Should your charge model reflect cost dynamics?
How to Deliver and Remain Agile
• Flexible to adapt to volatility• Use of small boutique companies on turnkey activities
• Identify commodity services and execute at lowest costs possible
• Never sacrifice stable IT operations
• Is it differentiating?
• Know what you are investing in for the long term• Long term planning allows for strategic adjustments through volatility periods
• Stay the course on the differentiating services
• Flexible workforce• Agile
• Scalable +/-
• Drivers for a strategy formation
• Business outcome driven: Are you aligned to your business strategy?
• Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst remaining agile and scalable?
Demand led: Should your charge model reflect cost dynamics?
Internet of Things
Supporting Business Objectives in the Oil and Gas Industry
Alex Nicholson
Business Development Manager
15th March 2016
© 2016 NetApp, Inc. All rights reserved. ---
NETAPP CONFIDENTIAL --- Limited Use9
6
Made in a minute….
From the beginning of recorded time until 2003, 5 billion gigabytes of data was created
In 2011, the same amount was created every two days
In 2013, the same amount is created every 10 minutes
Today the same amount is created every minute of every day
DATA NEVER SLEEPS 2.0 (DOMO)
Source: DOMO https://www.domo.com/blog/2014/04/data-never-sleeps-2-0/© 2015 NetApp, Inc. All rights reserved.
NetApp Proprietary – Limited Use Only9
7
http://www.internetlivestats.com/
Change is essential…
Only 12% survived from 1955 to 2016
© 2015 NetApp, Inc. All rights reserved.
NetApp Confidential – Limited Use 9
8
Fortune 500 in 2016 but not in 1955
Fortune 500 in both 1955 and 2016
Fortune 500 in 1955 but not in 2016
The changing world…
The 3D printing revolution you have not heard about
Traditional hearing aid manufacture
9 steps and 1 week to complete
3D printed hearing aid
3 steps and 1 day to completion
The changed world
Productivity Increase Of CIO’s indicate that
Cloud is one of there
top 5 priorities
Competitive advantageOf the worlds
population have a
mobile device
© 2016 NetApp, Inc. All rights reserved. ---
NETAPP CONFIDENTIAL --- Limited Use
1
0
1
Lets do things differently
The IoT’s promise lies not in helping companies directly manage their existing assets, supply chains, or customer relationships—rather, IoT technology creates an entirely new
asset
What are “things”50 Sensor Applications for a Smarter World
http://www.libelium.com/top_50_iot_sensor_applications_ranking/© 2015 NetApp, Inc. All rights reserved.
NetApp Proprietary – Limited Use Only
1
0
4
Odd one out and why…
© 2016 NetApp, Inc. All rights reserved.
NetApp Confidential – Limited Use
1
0
5
Connected Barrel
© 2016 NetApp, Inc. All rights reserved. ---
NETAPP CONFIDENTIAL --- Limited Use
1
0
6
If Carlsberg did IoT
© 2016 NetApp, Inc. All rights reserved. ---
NETAPP CONFIDENTIAL --- Limited Use
1
0
7
Have I got news for you…Odd one out and why…
© 2015 NetApp, Inc. All rights reserved.
NetApp Confidential – Limited Use
1
0
8
Right turn policy introduced in 2004
Increased profits, reduced emissions and accidents
Increased number of parcels delivered on an annual basis by 15.8 million
Reduced vehicle travel by 20.4 million miles
Reduced gas consumption by 10 million gallons
Reduced emissions by 20,000 metric tonnes each year.
Supply chain managementRight turn policy
© 2016 NetApp, Inc. All rights reserved. ---
NETAPP CONFIDENTIAL --- Limited Use
1
0
9
Have I got news for you…Odd one out and why…
© 2015 NetApp, Inc. All rights reserved.
NetApp Confidential – Limited Use
1
1
0
Final thoughts…Odd one out and why…
© 2015 NetApp, Inc. All rights reserved.
NetApp Confidential – Limited Use
1
1
1
Progressing the vision for change
Angus Murray, Head of IT, TAQA @RamblingGeek
Alan Norrie, IT Lead – Infrastructure and EUC @Alan_Norrie
115©tampnet
Recap from 2015 – ICT as an enabler
The Levers for Change
Challenging the Statics – Upgrade or Die
Enabling Technologies
Collaboration – Supply Chain
Timing is everything.
March 2016 @RamblingGeek 116
The Results…
• Operational IT costs
• 2015 actuals vs 2014 actuals, 30% reduction
• 2016 forecast vs 2015 actuals, 9% further reduction
• Forecast 2016 vs original 2014 budget, 40% reduction
March 2016 @RamblingGeek 117
• CAPEX Reduction
• 2015 actuals vs 2014 actuals, 50% reduction
• Risk Management is key – technology debt.
What we didIdentification – Own it, push the limits.
March 2016 @RamblingGeek 118
Identifying the LEVERS
High Cost items/Scope to change
Supply Chain Partnering –the limits of hammering rates-squeezing the balloon
Retendering -time to deliver
Timing is everything
Challenging the statics
Ownership
DO-IT, Measure it. What gets measured gets done
Taking 6 months just doubled your target!
10% cut straight away ( same as 20% in June!) – get after it
Upgrade or die… manage your risks
Software and maintenance, license count….
Bottom up, own the cost, own the saving
10/20/30%... 30 % option key – imagine the impossible
Not waiting for the axe to fall… own it
Savings tangible, SMART, linked to budget codes
Examples
Offshore bandwidth – Work Smarter
Market Test – Do more with less
In-source, out-source, right source-take control
Sub Surface Licencing
Discretionary effort
Retender – if your not willing to work with us, we check the market
Shift Left – Challenge the norm.
March 2016 @RamblingGeek 119
Market Test – Thinking outside the box
March 2016 @Alan_Norrie 121
Service Desk
Desktop Support
Server/Storage
Support
Networks Support
Applications Support
Software VendorsSoftware Vendors
Software Vendors
Software VendorsSoftware Vendors
Hardware Vendors
ERP Support
Database Support
1st Line Support 2nd Line Support 3rd Line Support
Operations Centre
Telecoms Support
Renegotiate Retender
Commodity
Strategic/Core Strategic/Core
Commodity
Shift Left – A smart way to drive down cost
March 2016 @Alan_Norrie 122
1st Line 2nd Line 3rd Line
Shift Left
Commodity Commodity/Strategic Strategic/Core
The Business
Strategic/Core
• Worked with our supplier to implement the change, not at them
• Merged Service Desk and Desktop Support – Technical Service Desk
• Established SMEs within Service Desk – Infrastructure, Apps & Networks
• Formalised KB Framework for 2nd and 3rd line teams
• Prioritise workloads (Do less, better)
Incidents, requests, problems, CSIs
• Continual Service Improvement – Objective is to reduce incidents.
2015 – The Numbers
March 2016 @Alan_Norrie 123
0%
20%
40%
60%
80%
100%
120%
£-
£0
£0
£0
£0
£0
£0
£0
1 2 3 4 5 6 7 8 9 10 11 12
Perf
orm
an
ce
Co
st
Series2 Series1 Series3 Series4
IT Leadership Meeting
Transitioned from Managed Service to ‘Hybrid’ T&M
Formalised ‘Shift Left’ & Established Technical Service Desk
Conclusions
There are savings there, but we all need to make the effort
Rate cuts don’t cut it! Part of the solution, but not game changing
Right sourcing will be key (complicated managed services-tail wagging the dog)
Ownership (bottom up) is key to most sustainable savings
Need to make this a sustainable industry
Aberdeen bubble needs to burst
IT more susceptible to global players
We are all competing Globally
February 2016 125
Leadership in Times of Crisis:
How to avoid unnecessary casualties
Steven Ward BSc(Hons) PgDip MBCS MCMI
Agenda :
• In times of crisis, what makes the right sort of leader
• The importance of avoiding stress for your team...and you
• “Directors are Divas”
• Learning from other industries
• In the eye of the storm
• Generous applause (possible standing ovation)
Famous Geordies
Bryan Johnson – singer with AC/DC
Famous Geordies
Bryan Johnson – singer with AC/DC
This former English teacher
Famous Geordies
Bryan Johnson – singer with AC/DC
This former English teacher
Cheeky scamps - Ant and Dec or Ant
Famous Geordies
Bryan Johnson – singer with AC/DC
This former English teacher
Cheeky scamps - Ant and Dec or Ant
And of course ... Jimi Hendrix
What makes the right sort of leader
Brigadier GeneralRoland Bradford VC MC
• Born in country Durham 1892
• Joined the Durham Light Infantry in 1912 at 20
• Promoted to General in 1917• Youngest to achieve this in his generation• Military Cross + Victoria Cross• Fought at the Somme and Cambrai
Roland’s story
“By his fearless energy under fire of all description, and his skilful leadership of the two Battalions, regardless of all danger, he succeeded in rallying the attack, captured and defended the objectives, and so secured the flank”
Citation for VC, Oct 2016
Roland’s story
• Killed by stray shell 30th Nov 1917• Aged 25• Original grave marker on display in Durham cathedral• Abide With Me still official hymn of DLI
"... in the long roll of the young dead Roland Bradford is in some ways the most conspicuous figure...." John Buchan (39 Steps – WWI chronicler)
Thank You
(Graciously accept polite applause / standing ovation)
Blatant plug……
You’ve been a great audience
167
No Business is Immune to the Winds of Change
• 2015 has been a difficult year
• Increased pressure on budgets
• Industry is changing, continued acquisitions and mergers
• Innovation more important than ever
• Infrastructure refresh drives efficiency
168
• IT is touching end-users directly, like never before, IT has to become a business enabler.
No Business is Immune to the Winds of Change
173
Nutanix Converges Several Data Center Devices
Private Cloud
Automation
Fiber Channel
Network Storage Array
Servers
Operations
Management
Hypervisor & Virtual
Management
176
Web-Scale DatacentersSimple, Scalable, Efficient
Design Principles
• Unbranded x86 servers: fail-fast systems
• No special purpose appliances
• All intelligence and services in software
• Extensive automation and rich analytics
• Distributed everything
Benefits
• Linear, predictable scale-out
• Always-on systems
• Fast innovation in software
• Operational simplicity
• Lower TCO
177
LUNs
Zoning
Masking
FCoE
Backplane
Blade chassis
FCAL
Multipathing
HBA
FC SwitchvC
ente
r
Ora
cle
SQ
L S
erv
er
vR
ealiz
e
Auto
mation
SR
M,
SR
A
vR
ealiz
e O
ps
Manag
em
ent
EV
O:R
AIL
Isilon
VSPEX Blue
Vblock
EVO:RACK
XtremeIO
VNXViPR
VxRACK
ScaleIO
DSSD
VMAX ECS
The Journey Towards Invisible Infrastructure
Complex is Competent, Simple Genius
178
Legacy Infrastructure Is Not Invisible
1. Inherent Complexity
2. Inefficient Silos
3. Forklift Scaling
179
Hyper-convergence Solves the Data Problem
Converging compute,
storage and
virtualization
Server
Network
Shared
Storage
(SAN/NAS)
180
Streamlining the Datacenter
Cisco, Juniper
HP, Dell, Cisco
NetApp,EMC
Qlogic, Emulex
Vmware, Microsoft, Redhat
Cisco, BrocadePhysical
Infrastructure
Apps…
Nutanix
Nutanix
181
Gartner Magic Quadrant for Integrated Systems
Strengths
• Nutanix is a complete infrastructure solutions
company, providing its customers flexibility in
their choice of hypervisors and cloud usage
• Nutanix has gained market credibility and
established a worldwide presence
• The Acropolis scale-out architecture, along
with the ability to scale compute and storage
independently, enables users to grow Nutanix
deployments incrementally to meet application
needs
182
Nutanix Xtreme Computing Platform
Make Cloud Invisible
Make Virtualization Invisible
Make Storage Invisible
The Journey To Invisible Infrastructure
183
Nutanix Product Families
Distributed Storage Fabric
App Mobility Fabric
Azure
VMware
ESXi
Microsoft
Hyper-VAWS
Acro
polisInfrastructure
Management
Operational
Insights
RemediationAcropolis
Hypervisor
Three Product Families: Nutanix Acropolis and Nutanix Prism
Xtreme Computing Platform
Prism
184
Tomorrow’s Hybrid App could live on Nutanix
Staging DRProductionDev/Test
Hybrid App Lifecycle
On-Premise On-PremiseCloud Cloud
The Need for a Web-Scale Operating System
187
Nutanix in 30 Seconds
Invisible Infrastructure
Why What
Hyperconvergence
How
Web-Scale
Just
Works
Eliminates
Guesswork
Removes
Constraints
189
Support That Delivers
24X7X365
97%Customer
Satisfaction
45+Spare Parts
Depots
90+Net Promoter Score
“Follow the Sun” support
24X7X365
78Countries
12Languages
6Support Centers
1K Annual
Part Shipments
20K+Servers Supported
Data Analytics for Oil and Gas: Challenges and Opportunities
John McCallSmart Data Technologies Centre
Robert Gordon University
The Value of Information
• Data Engineering– Essential plumbing
• Visualisations and Dashboards– Useful Filters and Views of Data
• Data Analytics and Decision Support– Value added here
– Value added = Cost subtracted• Industry must reduce CAPEX and OPEX by 20% - 40%
• Logistics
• Maintenance
The Barriers
• Microsoft Excel !!!– Ad – hoc methods are a barrier to data sharing– Inefficiencies literally hard-coded into operations
• Lack of Awareness– Substantial academic literature, largely ignored– Lessons not learned from other industries
• The Race To Be Second– Makes sense when huge capital outlay required– Makes no sense when:
• Capital outlay is small• Returns on Investment are huge
Data Fusion in Large Scale Measurement Platforms
• Integrate data from multiple sensors (~50,000)
• Fuse different measurements
• Anomaly detection in real time
• Filter data for inspection and further action
Source: Rattadilok (2015)
Logistics Optimisation
• Highly complex supply chain
– People, parts, trucks, vessels, helicopters, cranes
• Operational uncertainty
– Weather, equipment failures, non-productive time
• Primitive information systems
– Excel, email, bits of paper, …
• Over-resourcing traditionally affordable
Solver System
Logistics Optimisation
OrderJob
SheetBilling
Customer call
Operations Viewer Controllers Trucks
Data Collection Interface
Logistics Optimisation: Benefits
• Optimise KPIs– Manage trade-offs effectively
• Typical resources savings 20% - 40% – supply vessel @ £15K/day hire
– Each vessel saved = £4.5M per year
– 20% x 150 vessels x £4.5M = £135M
• Similar savings can be realisedthroughout the supply chain.
• This is standard in some industries
Maintenance
• Corrective maintenance– Classic “fail and fix”
– Fixing may be hugely expensive or impossible
• Preventative and Predictive Maintenance– Maintain before failure
– Schedule maintenance based on prediction
• Value added = Cost subtracted– Reduced maintenance requirement
– Planned, not reactive activity
– Fewer, faster, more productive shutdowns
Analytics Layer
Sensors Layer
Storage Layer
Decision LayerHealth MonitoringPredictive ModelsMaintenance PlansLogistics Scheduling
OptimiseKPIs
Predictive Maintenance
Industry Future
• New analysis techniques from academic literature
– e.g. Dynamic Bayesian Networks
• Modern CMSs integrate with SCADA
– Relate operating condition and performance
• Model features of individual systems
• More sophisticated multivariate analyses
• Automation of analysis
Where to Start?
• Identify main areas of pain– Target rich environment!
• Seek partners– Data/experience sharing within / outside industry– Vendors – logistics and analytics platforms– Academic researchers
• Help is available– Data Lab– CENSIS– OGIC– Scottish Enterprise
Conclusion
• Data Analytics can significantly enhance:– Offshore Logistics
– Predictive Maintenance
• Needs to be embedded in operations
• There is no shortage of techniques!– Academic literature sizeable and growing
– Gap with industry practice
• Combined industry and academic collaboration can make transformative step changes
Steve H & Scottish Enterprise
• An Engineer – 15 years in a Multinational – Oil & Gas Services
• A Business Professional - Strategy, M&A, Operations, HR, Business Development, Innovation.
• A coach, mentor & advisor
• A facilitator – helping to make things happen
Overview
1. SE Supports individual companies to grow ...grants/expertise/networks
2. SE develops, invests & manages projects to help sectors to grow
– Creating conditions to encourage growth
– Removing barriers / obstacles that prevent growth
– Identifying opportunities and investing in resources to realise them.
“We identify and exploit opportunities for Scotland's economic growth by supporting Scottish companies to compete, helping to build globally competitive sectors, attracting new investment and creating a world-class business environment.”
Predict, Prevent, Produce More
TopicsWednesday 16th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Objectives
1. Share with you our thinking about the Data Science opportunity
2. Encourage you to volunteer your companies, data, resources to exploring these opportunities
3. Update you on our plans to consult with you about this opportunity and to seek your active involvement both today and later on.
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Test, Modify & Confirm our Assumptions:
Are these valid?Are they sufficient?
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
5 Major Challenges
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
5 Major Challenges
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
5 Major Challenges
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Too many vendors offering
unprovengolden bullet
solutions
5 Major Challenges
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
5 Major Challenges
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
5 Major Challenges
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
5 Major Challenges
Test, Modify & Confirm our Assumptions:
Are these valid?Are they sufficient?
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
4 Strategic Ambitions
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
4 Strategic Ambitions
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
Increase & Sustain
Explorationthrough
DS
4 Strategic Ambitions
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
Increase & Sustain
Explorationthrough
DS
Support operators to
build the Investment case ,prove &
de-risk Investment in DS
4 Strategic Ambitions
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
Increase & Sustain
Explorationthrough
DS
Support operators to
build the Investment case ,prove &
de-risk Investment in DS
4 Strategic Ambitions
Support DS companies to
develop Competitive
alignedRisk/reward proposals
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
Increase & Sustain
Explorationthrough
DS
Support operators to
build the Investment case ,prove &
de-risk Investment in DS
Support DS companies to
develop Competitive
alignedRisk/reward proposals
4 Strategic Ambitions
Test, Modify & Confirm our Assumptions:
Are these valid?Are they sufficient?
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
Increase & Sustain
Explorationthrough
DS
Support operators to
build the Investment case ,prove &
de-risk Investment in DS
Support DS companies to
develop Competitive
alignedRisk/reward proposals
4 Strategic Ambitions
Next steps:
Develop the evidence base , economic model and potential
actions / investments
1. Improve the viability of UKCS Operations.2. Improve the viability of Scottish O&G Companies3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic Objectives
Current ProductionEfficiencyis <60%
Current UKCS
Exploration Activity is nearly nil
Current price per boe is
<$50 and this is likely to be
reality fora while
Too many vendors offering
unprovengolden bullet
solutions
The cost ofimplementing
data science solutions
is perceived to be prohibitive
Improve reliability & efficiencies
throughDS
Increase & Sustain
Explorationthrough
DS
Support operators to
build the Investment case ,prove &
de-risk Investment in DS
Support DS companies to
develop Competitive
alignedRisk/reward proposals
4 Strategic Ambitions
Next steps:
Develop the evidence base , economic model and potential
actions / investments
Co-ordinated Team
Approach
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Activity
1. On Line
2. We need your help to help us build the evidence of need and demand for support & investment.
Predict, Prevent, Produce More
In Development….
1. A case for Digital / Data as a TLB theme
2. Digital / Data to be a part of the appropriate solution centres within the OGTC
…connected to….
3. A Data Science for O&G Centre
4. A support programme
Activity
1. On Line
2. We need your help to help us build the evidence of need and demand for support & investment.
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Can Data Technology Help
improve Productivity?
Find the Missing Platform?
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Can Data
Technology
Help find &
recover
hydrocarbons?
Predict the
Predictable?
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Can Data Technology help to
reduce lift cost?
Prevent the Preventable?
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Can Data Technology inform
Capital Investment decisions?
Increase ROI
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Opportunity
1. Can Data Technologies increase uptime and improve efficiency?
2. Can Data Technologies improve prediction and reservoir modelling accuracies?
3. Can Data Technologies better inform capital investment decisions?
4. Can Data Technologies reduce lift cost?
However “they” have been saying that for decades...
Data2Text
Founded 2009,
3 scientist’s + 1
entrepreneur
Merged to form
Arria NLG in
2013
Floated on AIM
in 2014 for
£100M
Current trading
at £35M and 50
data scientists
Examples of Where Data Technology Could Realise Value?
Area of
Applicat
ion
ExplorationOperations &
Maintenance
Supply Chain /
LogisticsEngineering
Po
ten
tial P
rob
lem
s / O
pp
ort
un
itie
s
1. Predict and
identify where
best to drill for
optimum oil flow
2. Understand the
geology/seismic
for the region not
just at a block
level.
3. Understand
subsurface
dynamics and
microbiology
1. Prevent critical
equipment failure
2. Identify
opportunities to
optimise pressure
& flow control
3. Manpower
scheduling
4. Improved
weather impact
analysis and
forecasting
1. Reduce total cost
of carriage and
supply
2. Reduce CO2
emissions from
carriage
3. Reduce working
capital and
optimise inventory
profiles
1. Identify optimum
solutions for
complex problems
based on previous
experience
2. Analysis of
equipment &
process
performance
3. Identify ways to
extend life of
assets
Examples of Where Data Technology Could Realise Value?
Area of
Applicat
ion
ExplorationOperations &
Maintenance
Supply Chain /
LogisticsEngineering
Po
ten
tial P
rob
lem
s / O
pp
ort
un
itie
s
1. Predict and
identify where
best to drill for
optimum oil flow
2. Understand the
geology/seismic
for the region not
just at a block
level.
3. Understand
subsurface
dynamics and
microbiology
1. Prevent critical
equipment failure
2. Identify
opportunities to
optimise pressure
& flow control
3. Manpower
scheduling
4. Improved
weather impact
analysis and
forecasting
1. Reduce total cost
of carriage and
supply
2. Reduce CO2
emissions from
carriage
3. Reduce working
capital and
optimise inventory
profiles
1. Identify optimum
solutions for
complex problems
based on previous
experience
2. Analysis of
equipment &
process
performance
3. Identify ways to
extend life of
assets
We Are Actively Seeking projects at the Company,
Supply Chain or UKCS Region Level
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Will this secure, protect or grow
jobs...or will we lose more jobs?
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Create / Attract &
Anchor New High
Growth Data Technology
Ventures
Digital Founders
Cohort 1 April – Sept 15
Next Cohort Live Now - March to Sept 16
Applications now open for early stage
A 20 week programme built around USA best practice
designed to accelerate investor readiness and growth
plans.
Digital Founders
Cohort 1 April – Sept 15
Next Cohort March to Sept 16
Applications now open for early stage
A 20 week programme built around USA best practice
designed to accelerate investor readiness and growth
plans.
We need people with ambition, big ideas,
hungry to change the world....
Digital Founders
Cohort 1 April – Sept 15
Next Cohort March to Sept 16
Applications now open for early stage
A 20 week programme built around USA best practice
designed to accelerate investor readiness and growth
plans.
And we need mentors, investors, problem owners to
support...
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Support Companies to
Grow, Innovate &
Internationalise
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Develop Innovative,
Novel Methods,
Technologies, Services...
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Pathfinders Wanted
1. Do you have a datastream or data
set that you think might have hidden
value within it?
2. Do you have a problem where you
need a business case to validate
investment in technology?
3. Do you have a digital technology or
usage case that you would like us to
test and evaluate?
We are looking for bold pathfinders .
We have resources , we want your
problems so we can prove value.
Contact: [email protected]
or [email protected] to
arrange a discussion.
Myth Busting
1. We don’t have time
2. We can’t spare the people
3. We don’t have the data
4. We can’t afford it
5. It can’t be that good
6. Lets wait
Predict, Prevent, Produce More
Pathfinders Wanted
1. Do you have a datastream or data
set that you think might have hidden
value within it?
2. Do you have a problem where you
need a business case to validate
investment in technology?
3. Do you have a digital technology or
usage case that you would like us to
test and evaluate?
We are looking for bold pathfinders .
We have resources , we want your
problems so we can prove value.
Contact: [email protected]
or [email protected] to
arrange a discussion.
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Digital Entrepreneurs Wanted
1. Do you have an idea for a Data
Technology venture but unsure
where to start?
2. Would you like to be a Digital
Offshore millionaire, but don’t have
a killer idea?
3. Do you have an idea for a Data
Technology but not the ability to
develop it?
We are looking for bold entrepreneurs.
We have resources , we want to help
you build a venture of scale & value.
Contact: [email protected] or :
arrange a discussion.
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
8. FAMA
Evidence Gathering
1. Listen to you and others
2. Establish the demand and urgency
3. Understand the challenges,
constraints and friction
4. Explore ideas, plans and ambitions
5. Flush out potential projects
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Evidence Gathering
1. Listen to you and others
2. Establish the demand and urgency
3. Understand the challenges,
constraints and friction
4. Explore ideas, plans and ambitions
5. Flush out potential projects
Resource Approval
1. Develop the project concepts
2. Seek industry endorsement and
buy-in
3. Gain necessary approvals and
permissions
4. Start to deliver support (ASAP)
Predict, Prevent, Produce More
TopicsWednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find value quickly?
5. Challenge 2:How to get economic gain from this?
6. Finding Value
7. Consultative Study
Review
1. Share with you our thinking about the Data Science opportunity
2. Encourage you to volunteer your companies, data, resources to exploring these opportunities
3. Update you on our plans to consult with you about this opportunity and to seek your active involvement both today and later on.
Talking to data:A rational approach to decision making
Dan Cornford
Reader in Computer Science, Aston University
Director, IGI Ltd.
A conceptual framework
people
sensors and sampling
simulatorsand
models
reality
observe
design approximate
design
data
decisions
What is a model?
A geoscientist’s view
• A conceptual, and often computational representation of a real system
A machine learner’s view
• A computational framework within which I can make predictions based on data
Uncertainty, risk and utility
people
sensors and sampling
simulatorsand
models
reality
observe
design approximate
design
data
decisions
Is there a recipe?
1. Understand the problem you want to solve
2. Choose your solution components wisely
3. Design your ‘experiment’
4. Avoid unnecessary complication – keep it simple
5. Get the right people
6. Acknowledge you are probably wrong – validate
7. Don’t be afraid to change your plans
8. Accept uncertainty, but do it better than others!
Take home
• Statistics, machine learning and IT developments offer great tools
– understand your problem first
– choose your tools, prefer simple ones
– question your models and validate
– iterate and refine
Oil & Gas ICT Leaders – March 2016
Surviving the downturn
and preparing for the next wave of IT
Doug Webster – IT Consultant and former Global ERP Manager, Shell
Outline and objective
1. Why is this downturn different from any other ?
2. The “Big Disruptors” in the next wave of IT
3. The challenges ahead – survival and growth
4. The changing role of IT and business leaders
Objective: to share experiences, put some material into the room and
stimulate questions, comments and other points of view. There is no
one-size-fits-all recipe but there are common guidelines emerging that
may help many organisations.
8 slides in 15-20 minutes.
The current downturn
• Many articles written by many experts on cause and effect
– Supply and demand imbalance
– Economic slowdown in China
– Political battle between Saudi Oil and US Shale producers
• Some alarming facts but nobody knows what will happen next
• Downturns are not new – they happen every 10-15 years !!!
– Capital spending drops from £8billion to £1billion in 2016
– Share price falls of 30-95% in 18 months
– UK oil industry estimates 65,000 job losses
– Rising company debt levels
– Very little company consolidation…...., yet
Previous downturns and the IT response
• 2008 – dropped from $147 to $32
• 1998 – dropped from $25 to $11
• 1986 – dropped from $27 to $9
• How IT responded to previous downturns– Cut contractor rates
– Cut training budgets
– Reprioritised projects
– Outsourced, insourced and renegotiated contracts
– Reorganised departments
– Stopped recruiting
– Laid off contractors and permanent staff
– Managed company mergers
– Demonstrated the value of IT
– Innovated
• Sound familiar?
• In 2016 this will
be – Essential
– Expected
– Helpful
– Appreciated
• But not enough !
Why is this downturn so different?
1. UK Oil & Gas at the mature end
of the curve
– Most companies operate globally
– UK investment may not recover
– Lower costs, higher rewards
elsewhere
– UK must flatten the decline curve
2. IT is experiencing a revolution
– The third era of IT has arrived• Gartner’s Digital Dragon
• The Age of Digitalization
– The way in which we experience IT
at the individual, social and
corporate level will change forever
– IT leaders in O&G caught between
surviving and innovating
$ $ $ $
UK Oil & Gas maturity curve
Ma
turi
ty
$ =
downturn
Source: Gartner
Software providers (SAP, Microsoft etc)
re-invent themselves as Cloud providers
The integrator role diminishes
Niche players emerge and survive
100% of apps on Cloud by 2025
The “Big Disruptors” in the next wave of IT
50% of the world data produced in the
last two years
Video further fuels the explosion
New tools, new insights at super speed
Data Management is business critical
Tens of billions of smart connected
devices
Big opportunity for O&G in process
control, maintenance, supply chain,
energy grid etc
Everything to Mobile
The user is the dominant design point
Mobility first design mentality
Fashion mindset for apps and devices
Many form factors
100% of apps are mobile by 2020
Everything to Cloud
Big Data gets Bigger
Cyber
Security
The role of Business and IT changes
Internet of Things
New business models evolve in all industries
The challenges for today’s IT leader
Two-speed or bimodal IT function
A strategy and guidelines for 2016-2025
Leadership courage & capability
Business support
Act local, display global, act global
Survival
Do more with less
Operational excellence
Continuous improvement
Tell the story in business relevant
language
Growth
Innovate and replace the core with new
technology
New tools – rapid prototyping, fail-fast,
hybrid teams
Seek out opportunities e.g. consolidation,
decommissioning, drone technology
Essentials
The changing role of IT and Business
• Business will consume market technology in the cloud and not
design, build and deploy solutions
• Business leaders become increasingly IT savvy
• Hybrid skills and a very different skill set emerge for IT professionals
• IT becomes a navigator not an integrator of technology, working in
partnership to coach, teach and educate business.
• Not all IT leaders will adapt to the next wave of IT
Closing message
• The current downturn is different from others because of it’s position
in the maturity curve and a parallel revolution in IT
• IT Leaders must help their companies survive through the downturn
and prepare for an exciting new era of IT
• The winners will be those who can combine the technologies and
ecosystems to create new business models
• It is less about technology and more about how you use it
Doing the right things faster & cheaper
Oil & Gas ICT Leader15th & 16th March 2016, AECC
http://www.oilgasict.com/
CC 3.0 © Ian Noble
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
CC 3.0 © Simon Wardley
Finding out more
• An Introduction to Value Chain Mapping• https://www.youtube.com/watch?v=NnFeIt-uaEc
• DevOps Enterprise Summit 2015, Session Recordings
• https://www.youtube.com/playlist?list=PLGnigCNRJjp5zA02HfuXcr_847VogTYF-
• Lean Agile Scotland, 5-7th October, 2016• http://leanagile.scot/
1 - 3 March 2016 | Dubai, UAE
#GartnerSYM
Developing an Integrated Upstream O&G DigitalVision and Strategy
Morgan Eldred
CONFIDENTIAL AND PROPRIETARYThis presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legallyprotected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Market forces are shapingoil and gas companies to builddigital business strategies.
Large-scale digitaltransformation programscan lead to billion-dollarbusiness cases — on parwith field development plan.
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1 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
"We are driving to be both a
DigitalBusiness
Demands aNew Vision
#GartnerSYM
product and a mobility company,and ultimately to help changethe way the world moves.
We have developed ourBlueprint for Mobility, which is amultidecade vision for how wecan do our part to create abetter world."
Mark Fields,President and CEO,Ford
2 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Just What Is Strategy Anyway?
What is our purpose? Vision
What do we want to achieve? Objectives
What do we need to complete
Values Why this matters to us
(to reach the objectives)?
How to achieve the goals?
What are the individual tasksand projects to implement
the strategy?
#GartnerSYM
Goals
Strategy
Initiatives Metrics How we measure progress
3 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
What Will Your Vision Look Like?
Excellence
Excellence
Excellence
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4 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
ChainExcellence
Excellence
Digital Drives Collaboration and Integration
Collaboration:
Workflow reinvention to optimize therelationship between partners,process, people, information anddigital technology
Efficiency improvements through thereduction of business cycle times
Improves the speed to react
#
Integration:
Enables cross-functional andintercompany collaboration
Requires end-to-end data integration tocomplete the link from sensor data tolong-term investment decisions
Data integration enables the predictive
upstream oil and gas business
Collaboration and Integration Reshaping Organizations
Digital oil fields — are converging ITand operations/engineering
Integrated planning — is mergingthe work of planners
Integrated upstream modeling —is blurring the lines betweenreservoir and production engineers
Virtual infrastructure management— is reshaping the integration
between projects and operations
What will be the future role of IT in your organizations?
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Collaboration and Integration Reshaping Market Structure
IT VendorEquipment
ManufacturerSystem Integrator
Offshore ServiceProvider
Digital Technology
Oil Field Service
Will a large OFS become an operator, who will be the next to join the OFS market?
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7 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
How Digital Business Impacts Vision
New trends to consider:
- External trends (e.g., urbanization,
environmentalism, new graduate skills …)
New technology-enabled capabilities:
- 3D printing, cognitive computing,
Internet of Things
Increasingly volatile business environment:
- Oil and gas prices
- Demand for oil and gas
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8 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
What are the key
trends that impact
your business?
What are your oil field
service providers,
partners actually
trying to achieve in
the new digitalbusiness landscape?
Abstract upward!
Spend political capitaland start with sellingthe need of a vision!
Build the business caseto be the orchestrator ofthe vision …
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9 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Key Business Themes
Cost Excellence
Reservoir Management Excellence
Production Excellence
Maintenance Excellence
Remote Autonomous Operations
Integrated Planning and Operations
Supply Chain Excellence
Collaborative Ecosystem
Environmental Issues and CSR
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10 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Identify the key
business drivers and
themes that are
most prevalent in
your organization.
Two examples could
be in managing a
complex reservoir,
or in providing six
sigma operations.
Key Digital Technology Themes
Smart Machines
Internet of Things
Cloud Computing
Big Data Analytics
Virtualization
Mobility
Upstream Oil and Gas Digital Platforms
High-Performance Computing
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11 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Identify the top
technology trends
that are most relevant
and will enhance the
business themes
when implemented
and integrated
together.
Metrics — Reservoir Management
Reservoir ManagementReducing time to decision making
Improve accuracy of decision making
Sample benefits:
25% increase in productivity time of geoscientists and reservoir engineers' time
through data management and smart reservoir modelling
Up to 10 days working time decrease of reservoir and production engineers' days
spent preparing data for annual performance review
Enabling TechnologyExamples
Deep Learning, Sensors, Drones/ROV, Cognitive Computing,Nonphysics Modeling, HPC, Cloud, Integrated UpstreamModeling Platforms
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Metrics — Development Excellence
Development ExcellenceReduce capex
Faster payback on investments
Increase of meters drilled up to 25%
Up to 30-day decrease in drilling well times
80% improvement on planning time throughout major capital projects
Up to 6 months revenue through better collaboration
Enabling Technology Engineering Modeling, Cognitive Computing, HPC, Cloud,Examples Integrated Planning Solutions, Advanced Analytics, Mobility
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13 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Metrics — Production Excellence
Development ExcellenceIncrease in revenue
Reduced uncertainty
Up to 5% increase in revenue through enhanced artificial lift and EoR
Up to 15% reduced uncertainty through life of field simulation
Up to 25% reduction in unplanned shutdowns through better production and assetperformance modeling
Enabling TechnologyExamples
Integrated Upstream Modeling, Cognitive Computing,HPC, Hydrocarbon Accounting, Advanced Analytics,Asset Performance Management
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Metrics — Maintenance Excellence
Development ExcellenceReduced risk and improved safety
Improved equipment reliability
Up to 25% increase in equipment reliability
Up to 5% improvement in LTIs
Up to 25% improved work plans through operational risk awareness
Enabling TechnologyExamples
Asset Performance Management, Cloud,Engineering Modeling, Operational Risk Management,Mobility, Advanced Analytics
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Metrics — Integrated Planning
Integrated PlanningReduced capex
Reduced opex
Up to 15% reduction in fuel costs
Up to 25% improvement in supply vessels
Up to 15% improvement in integrated activity planning
Enabling TechnologyExamples
Integrated Planning and Operations Platforms, APM,Performance Management, 3D Printing, IoT, EngineeringModeling, GIS, IORM, Mobility, Advanced Analytics
#GartnerSYM
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Some Sample Tools to Use
Bimodal
Pace Layering
Business Moments
Algorithm Management
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Bimodal
Two Speeds of IT
Safe and Reliable Operations
Agile and Transformation
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Pace-Layered Application Strategy™
Systems of Innovation
Systems of Differentiation
Systems of Record
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Sample Business MomentRemote Field Service Equipment Repair Minimizes Production Impact
1. APM system alerts potentialimminent pump failure
2. Drone is dispatched for visualand technical assessment,
confirms issue
3. Repair crew is dispatchedthrough an integrated optimized
scheduling algorithm (skills,equipment, availability) in
self-driving vehicle
4. Logistics scheduled and crew aresent customized instruction for thisspecific repair (including 3D video)
5. 3D printer in field producesnew part
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6. Replacement part is delivered bydrone to the repair location
7. Remote sr. engineer oversees therepair through collaboration center
8. Algorithm controlling pumpsand pipelines adjusts the
network to maintain optimizedproduction flow while repairs
take place
9. Updates video library and3D model for this repair for
training and future use
10. Technical information sent toengineering and vendor for evaluationand real-time production changes for
improved reliability of current andnext-gen. pump
20 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Algorithm Management
Platform Wars Are
Upon Us
Need to Protect
Intellectual Property Data ActionAlgorithm
Need to SourceAlgorithms to Increase
Speed and Efficiency
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21 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Your Action Plan
Next Sunday:
Share with your IT leadership team how digitalization will benefit and impactupstream oil and gas across the various value chains
Next 30 Days:
Build the business case for orchestrating a digital upstream oil and gas vision
Next 180 Days:
Work with business leaders to build a digital upstream oil and gas vision
Refresh your IT strategy to address this vision
Launch a program for creating a digital upstream oil and gas strategy
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22 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Recommended Gartner Research
Impact of 3D Printing for Oil and Gas Industry IT Leaders
Morgan Eldred and Pete Basiliere (G00280151)
Market Guide for Oil and Gas Upstream Modeling Suites
Morgan Eldred and Rich McAvey (G00268446)
Oil & Gas CIOs — Prepare for a Quantum Shift in
Upstream ModelingMorgan Eldred and Rich McAvey (G00270510)
Survey Analysis: Digital Oil Field Architectures Face Data
Management and Analysis Challenges
Morgan Eldred, Leif Eriksen and Rich McAvey (G00277573)For more information, stop by Gartner Research Zone.
#GartnerSYM
23 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.
Recommended Gartner Research (Continued)
Evaluating Cloud HPC for Oil and Gas Applications
Morgan Eldred and Biswajeet Mahapatra (G00274724)
Oil and Gas Firms Should Look to Cloud to Transform Delivery of
Major Capital Projects
Morgan Eldred, Leif Eriksen and Rich McAvey (G00267198)
For more information, stop by Gartner Research Zone.
#GartnerSYM
24 CONFIDENTIAL AND PROPRIETARY | © 2016 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or it's affiliates.