This paper presents transformational steps taken by a national oil company, KOC, and lessons learned to introduce the digital culture within its management and professional organization. The drivers were many, mostly emanating with the concerns for enhancing production of green fields, arresting production decline in mature reservoirs, minimizing workovers, enhancing health and safety issues with oilfield operations and reducing decision-cycle time by effective professional engagement of subject matter experts. Solutions required planning steps to unload the engineering task force from the burden of getting and managing information to deciding on options and consequence analysis presented by interpreted data.

The acceptance of transitioning to a digital culture was natural and intuitive among the top brass. They supported step changes for creating appropriate decision space, for developing and cataloguing work processes and for training staff. On the technology side some tasks identified were advanced measurement and telemetry technologies, data handling, access and analysis, information visualization, automatic control and integrated decision making. As a transition, the process started on three pilot projects each providing the training ground to transform the way subject matter expertise can be harvested within the entire organization. Experienced professionals from different assets were selected and trained for utilizing their expertise for team assignments related to multiple critical projects.

Accomplishment of this complex task within a national oil company is in principle a lot more complex than perhaps in the IOC's; but the vision communicated within the organization was effective in developing a successful roadmap to the transition.

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