Over the last decade, change management has had significant focus in Statoil, and we have implemented a large number of major changes to our operational work processes in order to improve decision support and drilling efficiency. Deployment of new technology and new processes utilizing real-time drilling data affect not only Statoil as operator, but also service companies, contractors, application vendors, and standardization committees.
Implementing internal changes affecting day-to-day operations is in itself difficult. Implementing changes also affecting and changing other companies' processes and deliverables are even harder.
Change management in Statoil have had many different approaches with regards to implementation and results. In hindsight we see that some of the transitions have been very successful, whilst others have been more challenging. We also see that the objectives and characteristics of the various transitions heavily influence the optimum change management process. Small differences in the approach can drastically influence the outcome.
In this paper we will present some of our observations, learning's and experiences implementing new processes, new technology and new contracts within the domain of real-time drilling data. We will touch upon the following topics:
Optimizing the collaboration: operators, service companies, contractors.
Change management focus: Functionality vs. technology.
Commercial technology vs. Customizations
The cases in this paper will illustrate each learning experience, both good and bad.
Finally, we will present a summary of our experiences and recommendations, hoping that this may be of value to others working with change management processes within the exciting area of Intelligent Energy.