Mobile Phone Evolution with Time - nape.org.ng · © 2016 Halliburton. All rights reserved. 1...

1 © 2016 Halliburton. All rights reserved.

Mobile Phone Evolution with Time

Innovation Evolution Integration Collaboration

© 2016 Halliburton. All rights reserved.

Maximizing Asset Values

through Digitalization

Gideon Amaechi – Geoscience Domain Lead, Europe & Sub Sahara Africa


I N D U S T R Y “ N E W N O R M A L ”

• CONSTRAINED ECONOMICS

• REDUCED CYCLE TIMES

• INCREASED COMPLEXITY OF PLAYS

• EXPANDED SCALE OF OPERATIONS

• MULTIPLIED VOLUME OF DATA

• INCREASED NEED FOR LEARNING EFFICIENCY/EFFECTIVENESS

C H A L L E N G I N G

MARKET CONDITIONS

ARE DISRUPTING THE

INDUSTRY

2

O P E R A T O R I M P E R A T I V E S

• PREDICTABLE CASH FLOW

GENERATION & SPEND

• OPTIMIZED ORGANIZATION AND CROSS- DISCIPLINE COLLABORATION

• DATA DRIVEN DECISIONS FOR ASSET SELECTION AND OPERATION

• FAST LEARNING CURVE TO COPE WITH DIVERSITY AND COMPLEXITY OF PLAYS

IN THE CURRENT CLIMATE,

OPERATORS HAVE TO

GET CERTAIN THINGS

RIGHT

E F F O R T S A L R E A D Y T A K E N

• OPERATING COST REDUCTIONS

• RENEGOTIATION WITH SUPPLIERS

• STAFF REDUCTIONS

• RATIONALIZING APPLICATIONS

• REDEFINITION OF PRIORITIES

• PORTFOLIO CONSOLIDATION OPERATORS HAVE

TAKEN “KNOWN”

ACTIONS, BUT IT IS NOT

ENOUGH

E&P Current Challenges


Fundamental inefficiencies cannot be solved by

“traditional” methods

Sources: Interviews with Ben Williams (CIO at Devon); Zhanna Golodryga (CIO at Hess); Trond Ellefsen (Special Advisor Strategy at Statoil); Zulkifi Taha & Philip Lesslar (Group Tech. Data at Petronas); Michael Siemer (VP E&P Data &

Analytics at Devon); Accenture and Landmark Analysis

“Technical disciplines to be

further integrated with

business activities”

“Providers to transition to

new customer-centric integrated

approach”

“Service companies to generate

insights

from collected

information”

“Easier access to technical and

business data, via an integrated

data lake”

“Efficient decision-making, leveraging analytics on real-time time data”

“Machine learning, AI (Artificial Intelligence), and VR (Virtual Reality), promising but of longer-term interest”

V O I C E

O F T H E

OPERATOR

“NEED FOR COMPLETE

TRANSFORMATION OF THE

E&P BUSINESS MODEL”

“NEW REQUIREMENTS

IMPLYING NEW TOOLS

AND WAYS OF WORKING”


A step change toward digital operating models is

needed

Customers know the

pieces…

…but they don’t know how to

put them together… …to create business

value

Digital

E&P

Operators know the

pieces…

…but they don’t know

how to

put them together…


T H E T R A N S I T I O N T O N E W B U S I N E S S P A R A D I G M S T H A T L E V E R A GE

D I G I T A L T E C H N O L O G Y T O C H A L L E N GE E PREVIOUSLY H E L D

A S S U M P T I O N S A B O U T T H E I N D U S T R Y

DIGITAL SHIFT


R E M E M B E R W H E N P r e - D i g i t a l

D I G I T I Z A T I O N D i g i t a l D a t a

E - B U S I N E S S O n l i n e B u s i n e s s D I G I T A L - N A T I V E

P A R A D I G M S H I F T

MUSIC

RECORDS, CASSETTES CDS, MP3S ITUNES SUBSCRIPTION STREAMING

WHY SHOULD THE CUSTOMER HAVE TO OWN OR RETAIN THE

MUSIC?

HEALTHCARE

FILING CABINETS DIGITAL RECORDS ONLINE HEALTHCARE

SENSOR IMPLANTS, PREDICTIVE DIAGNOSIS

WHY SHOULD THE CUSTOMER HAVE TO GO TO THE DOCTOR?

AUTO

CARBURETORS FUEL INJECTION, HYBRIDS

AUTOTRADER.COM

DRIVERLESS CARS, UBER / LYFT

WHY SHOULD THE CUSTOMER

HAVE TO DRIVE THE CAR OR THE BUSINESS NEED TO OWN TAXIS?

TRAVEL

PAPER SCHEDULING REAL TIME SCHEDULING

EXPEDIA, TRAVELOCITY

WHY SHOULD THE BUSINESS NEED TO OWN HOTELS?

EXPLORATION AND PRODUCTION (E&P)

PAPER MAPS DIGITAL OILFIELD, RTOCs

I N

D U

S T

R Y

D I

G I

T A

L

S H

I F

T

D I G I T A L B U S I N E S S M A T U R I T Y

DIGITAL E&P

?

WHAT FUNDAMENTAL ASSUMPTIONS

SHOULD WE BE CHALLENGING?

PETROTECH SOFTWARE,

SEISMIC, SCADA


What is

Digitalization?


The shift to Digital E&P

producing a step change in

finding and recovering

hydrocarbons at the lowest

cost per BOE.

Basin Analysis & Leads Mgmt

Discovery & Appraisal Mgmt

Dev Concept & Design

Development Execution Surveillance Optimization

Field Management

Production Development Exploration

Digital E&P is utilizing 3rd platform technologies such as cloud, mobility, big data/analytics and

social…

to challenge existing

paradigms in

upstream oil & gas…

W hat the business value

is

How E&P

companies

invest

The way E&P companies

interact

..and the way every

employee

works

The way E&P companies

operate

Digital Fact-based Enable Manage Shrink Multiply Predictable Continuous

Leverage decisions efficiency costs time productivity results learning


Digital E&P enables new levels of operational efficiency and profitability

through a smart/intelligent and connected E&P value chain from front

office to field

office to

oilfield

OPERATOR

CHALLENGES

INNOVATIVE

SOLUTIONS

BUSINESS

OUTCOMES


Digitalization − what is it not?


A product

or solution

What is it NOT?

Digital

Oilfield

A Change

in Purpose


It’s not about enhancing existing business practices and

technology

Today

Individual and instinct-driven

Incremental

Historical and operations-based

Siloed and fragmented

Multiple and proprietary

Speed of traditional IT

Decisions

Change

Insights Data

Platform

Pace


Digital E&P will fundamentally change how E&P companies

operate

Today

Individual and instinct-driven

Incremental

Historical and operations-based

Siloed and fragmented

Multiple and proprietary Speed of

traditional IT

Digital E&P

Collaborative and data-driven

Innovative Real-time and asset-

based

Bridges field, front office and

back office

Common and open Speed of

Cloud

Decisions

Change

Insights Data

Platform

Pace


How is it different from digital

oilfield?


WHAT DOES IT LOOK

LIKE?


Digital Shift in other

industries…..

Transform: Age old human activity ……

Groceries

Optimize:

• Waiting • Payments • Retail • Supply

Chain • … • …

$600 Billion



industries .....


Digital Shift in other industries…..

$1B Platform

Monsanto has agreed to accept Bayer's offer to purchase

the company for $66 billion ($128/share) in September

2016, and the deal is currently pending regulatory approval.

Genetically Engineered Seed

https://en.wikipedia.org/wiki/Bayer



industries…..

Transform: Aviation

Optimize:

• Human Labor • Safety, Reliability • Capital ($) Investments • … • …

• 4 Trillion

• $760 Billion

• $124 Billion

• $60 Billion


How can E&P learn from other

industries?


26

• Integrated well performance analysis (DAS, DTS)

• Big Data – fiber, micro-deformation, micro-seismic

• Large jobs can generate 1.5PB / 6 weeks

• Optimize future drilling programs

• Minimize uncertainty in frac program

• Monitor high pressure pump valve condition in real time

• Identifies pump and valves to be changed ↓Pump maintenance time, efforts, frequency ↓ HSE exposure ↑Operational savings

Digital Shift at E&P….

Field & Hardware

Sensors & Data

E&P Expertise

IntelliScan®


Tectonic Setting & Evolution

Available Hard Data (Well etc)

Sequence Stratigraphic Evolution of the basins

Biostratigraphy information

Litho / Chronostratigraphic Model

Gross Depositional Environment Maps

basin screening or risk mapping

(Source Rock/Reservoir Rock/Seal Distribution)

Stratigraphic Architecture and the Play Types

Exploration Insight Digital Shift …


What are future impacts of digitalization on business &

industry?


D. $1 Trillion

Which of the following is true for Digital Transformation

trends?

By 2020, IoT (Internet of Things) revenue in hardware, software,

services will be:

A. $50 Billion

B. $100 Billion

C. $500 Billion

Poll

Source: IDC, McKinsey, Gartner 2016


Digital Shift in Oil and Gas

• Enhanced Real-Time surveillance

• Connected enterprise to tie

operational outcomes to financial

outcomes

Drones

• Pipeline monitoring and

inspections

• Video analytics field surveillance

• Over the shoulder coaching

• Tracking location and

exposure to hazardous gases

Internet of Things

• Surveillance analytics to predict downtime

• Digital Turnaround solution extended

maintenance

Wearables

Analytics & Machine Learning


Operators Opportunity – Outcomes of the Digital

Shift

Prioritize most profitable

wells

Apply learnings to

optimize

Improve certainty of

outcome

Big Data

Machine

Learning

Reservoir / Economics

Completion design

Cost actuals

Production Volumes

How the

business

invests

The way the business

operates

The way the business

interacts

..and the way every

employee

works

Integration Span Digital Levers Transform

Drilling Actuals

CAPEX Optimization

Business Outcome

Analytics


Exercise

In your opinion, how can new technologies transform the way

things are done in E&P?

Tips:

Look at other industries for inspiration, ideas e.g., Amazon, Uber etc.

Highlight E&P-specific expertise and differentiation


Why is digitalization top of mind for

executives today?


5 Key Insights from 2016 Upstream O&G Digital Trends

Survey

Digital is

creating

value

Source: Accenture and Microsoft. Respondents to ”2016 Upstr eam Oil and Gas Digital T r ends Sur vey” included IOCs, NOCs,

independents, and oilfield services firms.

↑

Investment

continues

Investments

are

focused

↑ Increase

in

analytics

↑ Use of cloud

to

unlock value

https://www.accenture.com/us-en/insight-2016-upstream-oil-gas-digital-trends-survey.aspx






















It’s a race to meet operators expectations…

“The pace and scale

of the digital economy

poses huge challenges

for businesses, as they

race to keep up with

changing E&P

expectations.”

Source: “Digital Transformation of

Industries” World Economic

Forum white paper, Jan 2016

Mobile Phone Evolution with Time - nape.org.ng · © 2016 Halliburton. All rights reserved. 1...

Documents

Transcript of Mobile Phone Evolution with Time - nape.org.ng · © 2016 Halliburton. All rights reserved. 1...