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Beyond buzzwords
Industry pioneer Cognite warns that digitalisation’s track record of over-promising and under-delivering threatens to overshadow its huge potential to transform oil and gas
Data-based decisions require AI at enterprise scale
Operational data is generated on a vast scale across the value chain every day but has yet to be fully exploited by predictive, analytical digital technologies
Outlook 2022: Digitalisation holds the key
Decarbonising existing and future energy production can be achieved only through technological innovation
Digitalisation the new normal
Covid-19 has accelerated the shift towards greater digital maturity for oil and gas operators
Accelerating clean hydrogen
Digital transformation will enable a greener shade of grey hydrogen from oil and gas facilities
Repsol trusts in AI
The company’s upstream digital strategy is increasingly turning to machine-learning and AI capabilities
Driving digital innovation at a global scale
Adoption of proactive technologies will be crucial for the oil and gas sector to meet its decarbonisation goals while staying financially competitive
Confronting the AI skills shortage
The pace of digital adoption is only going to accelerate in the oil and gas sector, but much more needs to be done to entice talent
Pivoting to green through AI adoption
Greater digital maturity will be an important factor in the race to cut emissions and shift to lower-carbon energy
Scaling your digital twin strategy
Firms should look to an enterprise-wide use of the technology to reap the operational benefits and support a sustainable future
Digitalisation
15 November 2019
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Digi-OE: the merger that every energy company should do

Merging digital technologies with operations excellence is the new lever for performance improvement

Over the last few decades, operational excellence (OE) programmes have been an important way that oil and gas companies have sought to enhance their performance. Such programmes, built on the foundations of process excellence techniques such as Lean and Six Sigma, whipped around organisations, optimising processes and taking out cost. But, despite some success, most did not realise the full performance potential of their assets and operations. Often a high manual effort was required to sustain the benefits, such as in gathering and presenting data to analyse and control process performance. Other times the programmes failed to integrate, and therefore optimise, across end-to-end workflows. S

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