The challenges in introducing new technologies or advanced innovations in the Operating Units of the E & P Companies are manifold and surprisingly it is not about a lack of ideas or missing skilled staff at all. While the mandate for any E & P company is to innovate or to lag behind, often the attempts of introducing new technologies and innovations do not succeed due to factors that were left out either at the planning or at the execution stage. On the other side in the Operating Units (OUs) often the subject is associated to an alien technology team coming from the Head Quarter offices, that is in charge of it and once they get the required data or complete the test they will be gone, thus missing the purpose of promoting and establishing an innovations friendly culture inside the organization.
The smooth introduction of new technologies and innovations to overcome specific technical or operational requirement does not necessarily happen because the management has decided to do it or somebody outside the organization is pursuing that. Instead it requires following a tailor suited approach as creative processes are the result of well motivated staff rather than of a decree. Hereby an approach is proposed based on Three Key Factors and Seven Components to effectively introduce Innovations and New Technologies.
The Key Factors are: The Prevailing Creative Energy Flow, The Alignment to the Company Goals, The first one is related to the dynamical interactions underlying the site/area/organization where the technology or innovation is pursuit. It is based on the fact that in every OU of an E & P Company that is delivering on a yearly production target there is a prevailing energy flow that already contains a great deal of creativity to cope with the dynamical changes of the oil and gas reservoirs and the operations. It is about recognizing this energy flow, its influencing factors, main actors, stream direction, etc. in order to be able to first get attached to it and then to steer it accordingly. The second one is about getting fully aligned to the specific company goals so that the innovation or technology is supported by all the stake holders. Further it is also about properly cascading down the company goals and to establish a mechanism that promotes effective participation of the staff, in both forms, as individuals and as a team. The last one is about being fully aware of the Main Components of the Technology and Innovation Life Cycle that beyond the technical also involves organizational, strategically, operationally and human resource aspects.
The use of the proposed approach is shown in specific field case examples that document its effectiveness. Considering the specific features of the above elements will be reflected in shorter times from the idea generation to the field implementation. Moreover it enables a workflow that effectively encourages the participation of everybody in the organization in the introduction of new innovative ideas and Technologies thus supporting a continuous improvement mode and a shift to an innovations friendly organization.