National Oil Companies (NOCs) have significantly increased their spending on research and development (R&D) over the past decade, outpacing spending growth by Independent Oil Companies (IOCs). However, NOCs have struggled to translate this increased spending into operational impacts and improved performance. While some NOCs have established technological leadership in certain areas, they generally lag IOCs in effectively managing technology and innovation. To close this gap, NOCs need to improve strategic alignment between technology and corporate strategies, better integrate R&D with operations, and strengthen technology deployment and portfolio management processes. Addressing organizational structure, strategic focus, and technology management processes can help NOCs boost performance from their R&D investments without requiring increased budgets.
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...EPC Group
EPC Group's - Project Server in the Oil and Gas Industry - Enabling Technologies Best Practices - Covering EPC Group's Project Server Implementation Strategies
William J. Schmidt has over 40 years of experience as a CFO and financial leader for technology and manufacturing companies. He has held CFO and VP of Finance roles at both public and private companies. Some of his responsibilities have included financial planning, mergers and acquisitions, restructuring, and improving profitability. Schmidt has extensive experience implementing ERP systems and improving business practices to increase efficiency.
Donn Hanbidge, Ontario Power Generation Inc. - Speaker at the marcus evans Energy CFO Summit 2012 held in San Antonio, TX delivered his presentation on Transforming OPG’s Finance Function
This article discusses methods for valuing research and development (R&D) investments in the oil and gas industry. It notes that while technology advances have increased profits, overall R&D spending has not increased dramatically. As costs pressures rise, companies are under pressure to review R&D spending. The article examines backward-looking and forward-looking approaches to valuing R&D. Backward-looking approaches calculate costs and benefits of past R&D over a fixed time period, like 3-5 years. Forward-looking approaches help predict future benefits to choose projects. Common valuation categories include access to reserves, increased/accelerated recovery, and cost reductions. Overall, the article advocates using both approaches to justify R&D
This document provides a case study analysis of General Electric's (GE) international business and preferred entry modes into foreign countries over time. It describes GE's historical preference for acquisitions and greenfield investments over joint ventures due to a desire for full control. However, in the early 2000s, GE began preferring joint ventures to gain market access and share risks and costs. The document analyzes the advantages and disadvantages of each entry mode for GE and recommends clearly defining joint venture terms to avoid misunderstandings between partners.
Technology Roadmapping (TRM) for TBK Biodiesel Commercialization in the US as presented at PICMET 2009. Slide presentation shows the connection between the theory and the application, a snapshot of the TRM process if you will.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
ITT Corporation held an earnings call on February 29, 2012 to discuss Q4 2011 earnings and provide 2012 guidance. Key highlights from 2011 included 9% organic revenue growth, 13% organic order growth, record backlog, and a 23% increase in adjusted pro forma EPS. The company completed its transformation to a diversified global industrial company and is positioned for long-term growth with a strong balance sheet and $690 million in cash. Significant strategic progress was made in 2011 through focused emerging market expansion, aftermarket capture, new product technology investments, and operational excellence.
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...EPC Group
EPC Group's - Project Server in the Oil and Gas Industry - Enabling Technologies Best Practices - Covering EPC Group's Project Server Implementation Strategies
William J. Schmidt has over 40 years of experience as a CFO and financial leader for technology and manufacturing companies. He has held CFO and VP of Finance roles at both public and private companies. Some of his responsibilities have included financial planning, mergers and acquisitions, restructuring, and improving profitability. Schmidt has extensive experience implementing ERP systems and improving business practices to increase efficiency.
Donn Hanbidge, Ontario Power Generation Inc. - Speaker at the marcus evans Energy CFO Summit 2012 held in San Antonio, TX delivered his presentation on Transforming OPG’s Finance Function
This article discusses methods for valuing research and development (R&D) investments in the oil and gas industry. It notes that while technology advances have increased profits, overall R&D spending has not increased dramatically. As costs pressures rise, companies are under pressure to review R&D spending. The article examines backward-looking and forward-looking approaches to valuing R&D. Backward-looking approaches calculate costs and benefits of past R&D over a fixed time period, like 3-5 years. Forward-looking approaches help predict future benefits to choose projects. Common valuation categories include access to reserves, increased/accelerated recovery, and cost reductions. Overall, the article advocates using both approaches to justify R&D
This document provides a case study analysis of General Electric's (GE) international business and preferred entry modes into foreign countries over time. It describes GE's historical preference for acquisitions and greenfield investments over joint ventures due to a desire for full control. However, in the early 2000s, GE began preferring joint ventures to gain market access and share risks and costs. The document analyzes the advantages and disadvantages of each entry mode for GE and recommends clearly defining joint venture terms to avoid misunderstandings between partners.
Technology Roadmapping (TRM) for TBK Biodiesel Commercialization in the US as presented at PICMET 2009. Slide presentation shows the connection between the theory and the application, a snapshot of the TRM process if you will.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
ITT Corporation held an earnings call on February 29, 2012 to discuss Q4 2011 earnings and provide 2012 guidance. Key highlights from 2011 included 9% organic revenue growth, 13% organic order growth, record backlog, and a 23% increase in adjusted pro forma EPS. The company completed its transformation to a diversified global industrial company and is positioned for long-term growth with a strong balance sheet and $690 million in cash. Significant strategic progress was made in 2011 through focused emerging market expansion, aftermarket capture, new product technology investments, and operational excellence.
Lecture 6 - Incentives, firms and innovationUNU.MERIT
This lecture discusses firms' resources and capabilities, incentives, and innovation. It outlines how recent theories have added value by emphasizing tacit knowledge and experiential learning. Firms in developing countries are discussed, focusing on their accumulation of innovative capabilities over time. Key ideas include viewing firms as heterogeneous agents with tacit knowledge assets like capabilities that underlie competitive advantages. Economic organization is shaped by capturing rents from such assets.
Campbell Nash provides performance management solutions for the chemicals industry. They have over 20 years of experience in the industry and focus on projects that create value through industry knowledge, consultancy skills, and technical experience. Their typical projects are designed to demonstrate returns within 100 days and address success criteria like reducing risk, increasing visibility, monitoring financial contribution, and formalizing processes. They have completed over 200 such projects for chemicals companies.
1) Companies must improve innovation management to remain competitive as globalization increases pressures and expectations for growth. Effective innovation is critical but many companies treat it as an unstructured process.
2) There is a lack of integration between the various tools and systems used for innovation, which leads to wasted resources as knowledge is scattered. Standard tools are not well-suited for scientific innovation data.
3) Companies need an enterprise approach to manage scientific experimentation and data to facilitate collaboration and learning from past work, in order to accelerate innovation and the commercialization process.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
Slowing Down to Speed Up: 6 Steps to Effective PLM PlanningPTC
As more and more companies understand the strategic
business potential of PLM (Product Lifecycle Management)
to improve product innovation, development, and
competitive advantage, the scope of PLM initiatives
has increased dramatically.
Indeed, research from Tech-Clarity and PTC shows that, on average,
companies implementing PLM in the last few years typically involve
three or more departments across the organization (e.g., manufacturing,
supply chain, quality), not just engineering.
As such, the complexity of planning and managing successful initiatives
has increased dramatically...
The document provides an overview of 3M Company, a diversified technology company with over 35 business units organized into six sectors. In 2011, 3M reported $30 billion in global sales, with 66% from international markets. Key financial objectives include 9-11% earnings growth and 4-6% organic revenue growth through 2020. 3M aims to increase innovation through R&D investments averaging 5.3% of sales annually and derive 30% of sales from new products. Risks include currency volatility and weak economic conditions in some markets. 3M maintains a strong financial position with over $4.5 billion in cash flows and low debt.
3M Company at Bank of America Merrill Lynch Global Industrials & EU Autos Con...Investors_3M
3M's executive vice president presented at the BofAML Global Industrials & EU Autos Conference in 2015. The presentation discussed 3M's international operations and strategy for creating shareholder value through leveraging innovation, portfolio management, and business transformation. 3M saw strong financial results in 2014 and was tracking toward achieving its 2013-2017 objectives of 4-6% organic revenue growth, 9-11% EPS growth, around 20% ROIC, and nearly 100% free cash flow conversion.
This document outlines five key factors for a successful IT transformation during a merger or acquisition: 1) Early involvement of IT in planning to allow proper preparation, 2) Implementation expertise within IT to handle complex tasks, 3) A comprehensive view of business processes, applications, infrastructure and organization, 4) Experienced employees able to handle specialized challenges, and 5) Strong alignment between business and IT goals and processes. The success of M&A projects increasingly depends on effective involvement and support from the IT department.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
SKTA White Paper: We seed core technology startups 8 19-2014Shashi Kumar
We provide up to $1M seed fund to accelerate core technology startups. We’ll match your early stage company with strategic partners in your field. We provide the legal and financial support as well as the business tools to ensure your idea emerges market-ready. We prepare your venture for a successful exit. You focus on developing your dream.
This module describes the TOGAF 9 Certification Program and provides an overview of the certification levels and examination structure. It explains that there are two certification levels - TOGAF 9 Foundation which tests knowledge and comprehension, and TOGAF 9 Certified which also tests the ability to analyze and apply knowledge. Candidates can take a one or two step approach to achieve TOGAF 9 Certified status, either by combining the Foundation and Certified exams or taking them separately. The examinations contain both short multiple choice questions and longer scenario-based questions.
This document discusses operational readiness challenges that can lead to value leakage during the ramp-up phase of new capital projects. It notes that up to 30% of anticipated early project benefits can be lost due to issues like startup delays, equipment failures, skill deficiencies, and other factors. It also points out that actual long-term operations and maintenance costs are typically 1-2% higher than expected. The document examines why these issues persist due to cultural and organizational divisions between construction and operations teams that prioritize different goals. Improving operational readiness practices can help reduce risks and costs.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
This document discusses the key elements and benefits of developing a technology roadmap. It begins by outlining the need for technology roadmaps, as without guidance companies risk making suboptimal technology decisions. The main benefits of roadmaps are both external, such as aligning IT with business goals and reducing complexity, and internal, like providing a common design point. The key elements of developing a roadmap discussed are establishing guiding principles, assessing current technology, performing a gap analysis, evaluating the technology landscape, defining future technology needs, creating a migration strategy, and establishing governance. Developing and maintaining a living roadmap through an annual review process is emphasized.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
1. A technology roadmap is a plan that charts the evolution of technologies and products over time. It helps align technology and business goals and ensures resources are dedicated to achieving company objectives.
2. The roadmap defines conditions, scopes, boundaries, and gets input from various organizational functions. It provides leadership, vision, and sustains competitiveness.
3. Developing a roadmap involves setting goals, identifying focus technologies, specifying key areas, assigning resources, and building the map with milestones over time. It requires regular updates to adapt to changing business needs and industry conditions.
PwC White Paper: Shale Gas - New conventions for unconventional development f...Marcellus Drilling News
A white paper published by PricewaterhouseCoopers with some times for engineering and construction companies involved in the shale drilling industry, purporting to show them how (with PwC's help) they can cut down the time and costs involved with the projects they undertake in the shale drilling industry.
Shell launched a large IT infrastructure outsourcing program to lower costs, drive efficiency, and focus more on business needs. Working with ISG, Shell developed a sourcing strategy and delivery model using multiple service providers. This included issuing an RFP, evaluating responses, and selecting preferred providers AT&T, T-Systems, and EDS. The program transitioned services on time and within budget, resulting in estimated cost savings and improved agility for Shell.
The document summarizes the role of the Climate Change Technology Early Action Measures (TEAM) program in Canada. TEAM provides funding and support to expedite the commercialization of climate change technologies. It has funded over 100 projects totaling $971 million CAD. TEAM aims to bridge the "valley of death" between research and commercialization. It also developed the SMART assessment tool to evaluate technology performance and greenhouse gas impacts.
Lecture 6 - Incentives, firms and innovationUNU.MERIT
This lecture discusses firms' resources and capabilities, incentives, and innovation. It outlines how recent theories have added value by emphasizing tacit knowledge and experiential learning. Firms in developing countries are discussed, focusing on their accumulation of innovative capabilities over time. Key ideas include viewing firms as heterogeneous agents with tacit knowledge assets like capabilities that underlie competitive advantages. Economic organization is shaped by capturing rents from such assets.
Campbell Nash provides performance management solutions for the chemicals industry. They have over 20 years of experience in the industry and focus on projects that create value through industry knowledge, consultancy skills, and technical experience. Their typical projects are designed to demonstrate returns within 100 days and address success criteria like reducing risk, increasing visibility, monitoring financial contribution, and formalizing processes. They have completed over 200 such projects for chemicals companies.
1) Companies must improve innovation management to remain competitive as globalization increases pressures and expectations for growth. Effective innovation is critical but many companies treat it as an unstructured process.
2) There is a lack of integration between the various tools and systems used for innovation, which leads to wasted resources as knowledge is scattered. Standard tools are not well-suited for scientific innovation data.
3) Companies need an enterprise approach to manage scientific experimentation and data to facilitate collaboration and learning from past work, in order to accelerate innovation and the commercialization process.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
Slowing Down to Speed Up: 6 Steps to Effective PLM PlanningPTC
As more and more companies understand the strategic
business potential of PLM (Product Lifecycle Management)
to improve product innovation, development, and
competitive advantage, the scope of PLM initiatives
has increased dramatically.
Indeed, research from Tech-Clarity and PTC shows that, on average,
companies implementing PLM in the last few years typically involve
three or more departments across the organization (e.g., manufacturing,
supply chain, quality), not just engineering.
As such, the complexity of planning and managing successful initiatives
has increased dramatically...
The document provides an overview of 3M Company, a diversified technology company with over 35 business units organized into six sectors. In 2011, 3M reported $30 billion in global sales, with 66% from international markets. Key financial objectives include 9-11% earnings growth and 4-6% organic revenue growth through 2020. 3M aims to increase innovation through R&D investments averaging 5.3% of sales annually and derive 30% of sales from new products. Risks include currency volatility and weak economic conditions in some markets. 3M maintains a strong financial position with over $4.5 billion in cash flows and low debt.
3M Company at Bank of America Merrill Lynch Global Industrials & EU Autos Con...Investors_3M
3M's executive vice president presented at the BofAML Global Industrials & EU Autos Conference in 2015. The presentation discussed 3M's international operations and strategy for creating shareholder value through leveraging innovation, portfolio management, and business transformation. 3M saw strong financial results in 2014 and was tracking toward achieving its 2013-2017 objectives of 4-6% organic revenue growth, 9-11% EPS growth, around 20% ROIC, and nearly 100% free cash flow conversion.
This document outlines five key factors for a successful IT transformation during a merger or acquisition: 1) Early involvement of IT in planning to allow proper preparation, 2) Implementation expertise within IT to handle complex tasks, 3) A comprehensive view of business processes, applications, infrastructure and organization, 4) Experienced employees able to handle specialized challenges, and 5) Strong alignment between business and IT goals and processes. The success of M&A projects increasingly depends on effective involvement and support from the IT department.
The document discusses a process for managing an IT project portfolio using Total Value of Ownership (TVO). It describes how TVO can provide metrics for assessing technology delivery systems, user productivity, benefits, and ROI. TVO considers both IT and business metrics to determine the overall value of IT investments and help optimize spending. The process involves establishing a baseline, analyzing proposed initiatives and potential what-if scenarios, and ongoing support to evaluate the portfolio.
SKTA White Paper: We seed core technology startups 8 19-2014Shashi Kumar
We provide up to $1M seed fund to accelerate core technology startups. We’ll match your early stage company with strategic partners in your field. We provide the legal and financial support as well as the business tools to ensure your idea emerges market-ready. We prepare your venture for a successful exit. You focus on developing your dream.
This module describes the TOGAF 9 Certification Program and provides an overview of the certification levels and examination structure. It explains that there are two certification levels - TOGAF 9 Foundation which tests knowledge and comprehension, and TOGAF 9 Certified which also tests the ability to analyze and apply knowledge. Candidates can take a one or two step approach to achieve TOGAF 9 Certified status, either by combining the Foundation and Certified exams or taking them separately. The examinations contain both short multiple choice questions and longer scenario-based questions.
This document discusses operational readiness challenges that can lead to value leakage during the ramp-up phase of new capital projects. It notes that up to 30% of anticipated early project benefits can be lost due to issues like startup delays, equipment failures, skill deficiencies, and other factors. It also points out that actual long-term operations and maintenance costs are typically 1-2% higher than expected. The document examines why these issues persist due to cultural and organizational divisions between construction and operations teams that prioritize different goals. Improving operational readiness practices can help reduce risks and costs.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
This document discusses the key elements and benefits of developing a technology roadmap. It begins by outlining the need for technology roadmaps, as without guidance companies risk making suboptimal technology decisions. The main benefits of roadmaps are both external, such as aligning IT with business goals and reducing complexity, and internal, like providing a common design point. The key elements of developing a roadmap discussed are establishing guiding principles, assessing current technology, performing a gap analysis, evaluating the technology landscape, defining future technology needs, creating a migration strategy, and establishing governance. Developing and maintaining a living roadmap through an annual review process is emphasized.
Management model for exploratory investment in IT WGroup
The ability to evaluate these new technologies in a practical environment where their technological value and impact on business and IT operations can be assessed is extremely important. Exploratory efforts should be structured and controlled similarly to other major projects and in addition should be evaluated for use in the production environment. In addition to evaluating the technical capabilities and practical application of the new technology, IT must evaluate the “fit” of the new technology in the existing service portfolio or catalog. In this article, WGroup has developed a new class of IT investment, referred to as “Exploratory,” along with a supporting management model to guide the effort through the evaluation phases and ensure a tight fit within the service catalog.
1. A technology roadmap is a plan that charts the evolution of technologies and products over time. It helps align technology and business goals and ensures resources are dedicated to achieving company objectives.
2. The roadmap defines conditions, scopes, boundaries, and gets input from various organizational functions. It provides leadership, vision, and sustains competitiveness.
3. Developing a roadmap involves setting goals, identifying focus technologies, specifying key areas, assigning resources, and building the map with milestones over time. It requires regular updates to adapt to changing business needs and industry conditions.
PwC White Paper: Shale Gas - New conventions for unconventional development f...Marcellus Drilling News
A white paper published by PricewaterhouseCoopers with some times for engineering and construction companies involved in the shale drilling industry, purporting to show them how (with PwC's help) they can cut down the time and costs involved with the projects they undertake in the shale drilling industry.
Shell launched a large IT infrastructure outsourcing program to lower costs, drive efficiency, and focus more on business needs. Working with ISG, Shell developed a sourcing strategy and delivery model using multiple service providers. This included issuing an RFP, evaluating responses, and selecting preferred providers AT&T, T-Systems, and EDS. The program transitioned services on time and within budget, resulting in estimated cost savings and improved agility for Shell.
The document summarizes the role of the Climate Change Technology Early Action Measures (TEAM) program in Canada. TEAM provides funding and support to expedite the commercialization of climate change technologies. It has funded over 100 projects totaling $971 million CAD. TEAM aims to bridge the "valley of death" between research and commercialization. It also developed the SMART assessment tool to evaluate technology performance and greenhouse gas impacts.
1. The document discusses managerial economics group project on innovation in PROTON, Malaysia's national car company. It covers topics like the challenges and process of innovation, technology and economic growth, and the importance of research and development.
2. Some of the key challenges PROTON faces for innovation are a lack of human capital and technological capabilities, reliance on foreign imports, and pressure from competitors in Thailand with more advanced technologies.
3. PROTON's innovation process involves collaboration with research institutions, creating a culture of innovation within the company, and leveraging programs to solicit ideas from employees.
Ovum Application Modernization A Path To Business Transformation[1]Noel_Slane
This document summarizes key benefits of modernizing business-critical applications:
1) Modernizing applications can help organizations dramatically improve IT productivity and better support business goals through operational savings and increased business agility. This unlocks funding that can strengthen the organization.
2) Case studies show that migrating applications from mainframes to newer platforms, modernizing development/testing tools, and updating user interfaces can deliver quick cost savings while preserving the value of existing systems.
3) Savings from modernization can be reinvested in innovation projects to further transform businesses through improved processes and customer experiences. Modernization is a relatively low-risk approach to achieve business transformation.
This document discusses how technology disruption is forcing companies to innovate quickly while maintaining tight budgets. It suggests that creative funding models, where CFOs work with technology partners, can help companies fund new technologies in a flexible way aligned with business goals. The key is funding investments through multi-year plans tied to expected cost savings or revenue gains from projects. This allows companies to access new technologies without stressing traditional IT budgets.
Upstream oil and gas projects regularly suffer from cost overruns and delays. The article argues that companies must transform their project management practices by adopting four key principles: 1) Focusing on leaner engineering designs through standardization and reuse; 2) Developing closer long-term collaborations with key suppliers; 3) Tailoring growth strategies to match true capabilities; 4) Implementing robust central governance of large projects. Case studies from other industries and Anadarko show this approach can significantly reduce costs while improving performance if all principles are applied together through cultural change and over multiple project generations.
Challenges for Managing Complex Application Portfolios: A Case Study of South...IJMIT JOURNAL
This document summarizes an interview-based study on the challenges of managing complex application portfolios in the public sector, using the South Australia Police (SAPOL) as a case study. The key findings were:
1) Application portfolios grew organically over time through quick fixes that prioritized immediate needs over long-term architecture.
2) Integrating diverse technologies led to sustainability issues and increased operational costs to maintain the complex, non-standard portfolio.
3) Rationalizing the portfolio could reduce costs and free up resources for new initiatives, but requires ongoing effort due to the portfolio's size and complexity.
Similar to Arthur D. Little Oil Companies Technology Challenge (20)
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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Arthur D. Little Oil Companies Technology Challenge
1. The NOC Technology & Innovation
Management Challenge
Improving performance in technology management
Viewpoint
The continued rise of NOCs in technology
development
Five years ago, ADL observed a shift, with some NOCs notably
increasing their R&D expenditures.1
With energy demand rising
at home and resource nationalism increasing, NOCs began
to realize the importance of mastering technology leadership
in facing the challenges posed domestically and in their
international operations. Since then, some NOCs have raised
their technical capabilities and gained confidence in “going it
alone” without IOC expertise, while often relying on support
from Oil Field Service (OFS) companies. At the same time, IOCs
pledged significant investments in new projects for the next five
years, partly in an attempt to maintain their technical capabilities.
However, the rate of growth for their R&D investment has
averaged 5.0% since 2004, whilst leading NOCs have grown at
9.9% and that of leading service companies at 6.8%.
Over this time period, some NOCs (e.g. PetroChina, Petrobras,
and Saudi Aramco2
) invested more than IOCs and OFS
companies in R&D.The technology lead of IOCs has been
partially eroded. While some NOCs have established clear
leadership in areas of particular significance to them (e.g.
Petrobras in deep water and Statoil in arctic environment),
others have partnered with peers for access to their resources
(e.g. PetroChina with Petrobras).
2004-2015 R&D spending for selected IOCs, NOCs and
OFS companies
0
500
1000
1500
2000
2500
Investments(mnUS$)
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
2004-2015
CAGR
3.1% 8.6% 4.0% 6.4% 2.7% 16.2% 8.8% 4.5% 8.0% 5.4% 6.9%
Selected IOCs Selected NOCs Selected OSCs
Source: Arthur D. Little analysis, Companies’ financial disclosures
R&D spending by NOCs has allowed them to become credible
partners to other resource-holding NOCs. Leading NOCs have
become more sophisticated buyers, understand better what
IOCs and OFS companies can bring, and have developed
strategies for technology development of their own.
The case for technology management
More recently the entire industry has been under tremendous
cost-cutting pressure, and we expect that R&D budgets will
continue to be under pressure for the foreseeable future –
National Oil Companies (NOCs) are spending more and more on R&D. But this has not yet had much of an impact.With
the oil price currently well below the break-even point of their nations’ budgets, they are still behind Independent Oil
Companies (IOCs) in terms of R&D effectiveness. IOCs have been shown to adjust faster to a new baseline price. Arthur D.
Little (ADL)’s framework for E&P Technology management suggests that better focus on delivering the corporate strategy
through active portfolio management, and an organizational form that links technology with projects or operations and
embeds deployment in budgetary planning, can help.
1Thuriaux-Aleman et al., Journal of PetroleumTechnology, Oct 2010
2 Aramco does not publish R&D expenditures, but these are thought to be better than the IOCs
2. Viewpoint
technology & innovation management (TIM) will become critical
for NOCs wishing to improve their performance.
Despite the strong growth in R&D spending by leading NOCs,
some have struggled to translate this into operational impact.
And in the current context, increasing R&D spending is seen as
the least likely area to improve innovation for O&G firms.3
IOCs have long experience of managing technology
development to support both domestic and international
operations. In contrast, some NOCs have found that operations
in home markets and dependence on PSC partners or service
companies may have hindered the development of strong
technology management competencies. As a result, a number
of NOCs need to develop better working practices and raise
their technical capabilities.
A framework for technology management
ADL has developed and deployed a framework for technology
management (TIM) in E&P and in some cases we have
developed specificTIM processes for companies.The
framework consists of eight interlocking processes that operate
at the level of strategic planning and formulation, which facilitate
strategic decision-making and operationalize key aspects of
technology and innovation management.These processes
need to be tailored to the company’s organizational structure
(i.e. centralized E&P, BU-driven E&P or integrated Project &
Technology functions).
Technology & Innovation Management core processes
Classic
SIM
Flexible
SIM
Business Needs from Operations
Identify and prioritise technology solutions
that could meet business needs
1
StrategicPlanningStrategicDecisionsOperationalIssues
Technology Assessment2
Assess internal capabilities and establish
relative technology competitive position
Technology Strategy & Objectives
Translate business needs for technology into specific targets for technology
acquisition or development
3
Portfolio Management
Take the technology strategy together with new
and existing ideas and balances short and long
term priorities
5 Technology Sourcing
Determine the best route
to fill a defined technology
gap
4
Idea Generation6
Generate ideas against
prioritised areas of actions
Technology Deployment8
Manage the final stages of technology
deployment and engagement with
asset owners
Stage Gate
Manage the final stages of technology
deployment and engagement with asset owners
7
A key insight from integrating the different parts of these eight
processes is that, in order to manage technology development
effectively, it is critical to keep a strong link between the
company overall strategy and its technology strategy. IOCs tend
to keep a much stronger link between corporate strategy and
technology and have more effective technology management
processes. This allows them to achieve better focus – for
example, by deciding what technology development they
should focus on internally versus what technology they should
collaborate on.This ability to focus and refocus has helped them
deal with fundamental changes to the industry.
While some NOCs have had long-ranging technology strategies
seamlessly aligned with their field development objectives (e.g.
deep water for Petrobras, subsea operations for Statoil, heavy oil
for Ecopetrol, and most recently shale oil & gas forYPF), others
may be struggling to strike a balance between long-term R&D
objectives and short-term focus in support of their operations.
Despite progress in alignment with strategy, we continue to see
issues with effective prioritization of technological opportunities
in terms of potential value creation and associated risks. Often
this is driven by aggressive targeting of assets by technology
vendors.
IOCs such as BP often have an excellent grip on the field
deployment process of technology – including for technology
they did not develop – through robust project management
practices. In contrast, we know from experience that some
NOCs struggle with deployment and find it difficult to leverage
their efforts at this crucial step of the technology development,
in part because of weaker integration ofTIM processes, lack
of experience in dealing with stage development across
geographies and understanding of scale effects.
Sometimes technology assessment and deployment efforts are
carried out in isolation by one single E&P asset and/or dedicated
functional team, missing much broader opportunities for
implementation across the company’s operations.This typically
results in very low success ratios for deployment across
operations.
How can NOCs improve their technology
management effectiveness?
In our experience NOCs improving efficiency in the
management of technology is one of the most impactful ways
to boost performance without increasing R&D budgets.The
issues can be broken down into three main areas: strategic
issues, organizational issues and process issues, and all need
to be addressed to improve performance.
3 Lloyds Register Energy, 2015, Innovating in a new environment
3. Viewpoint
Typical Technology Management issues along with
opportunities for improvements
Organizational
integration of
R&D with
Projects or
Operations
One option is to position technology so it is jointly integrated with a
Projects & Procurement division (as in Shell, Statoil and
PETRONAS)b) to ensure that high Capex projects benefit from
integration with technology deployment.
Alternatively, re-organizing so that R&D reports into business units
(i.e. reporting directly into E&P) and is funded by the relevant BU
typically leads to increased relevance of technology to operations
and this can increase the short-term impact of technology.
Process
alignment with
operations on
deployment
Technology developments should be properly scoped from birth.
Business owners must co-manage the technology road maps to
deployment in articulation with their key business projects’ critical
paths. Knowledge and experience sharing platforms may help to
further widespread the technology.
Adopting stronger requirements for BU funding for technology
deployment can help embed technology in asset plans. For
example, the requirement to include BU budgetary provision for
piloting technology (subject to success in scale-up and prototyping)
forces early discussion of the value and relevance of technology.
Strategic
alignment
&
Portfolio
rebalancing
The technology strategy must be regularly updated top down (by
aligning with the corporate strategy and targeted resource play) and
bottom up by identifying future needs from operating units. This
requires strategic engagement with corporate planning and with
operations.
Launch a portfolio review of ongoing technology activities driven by
the impact of recent changes (e.g., drop in oil price) and to drive
fundamental strategic resource transfer in the portfolio. Our recent
research shows that this requires a clear idea of how the
technology portfolio should be balanced prior to carrying out the
review.a)
Push own f
proposit
through o
Don’t support /
flexible SIM standard
Lock flex SIM subs,
e.g. with upgrade
plans, quad-play
a) This is based on our R&D management best practice study: Finding you balance: Insights
into world class portfolio management
b) See for example The Projects, Technology & Procurement Organization: The Emergence
of a New Organization Form in E&P. www.adl.com/emergence
A. Strategic issues
Being a passive adopter of technology can lead to significant
underperformance4
, but that does not mean NOCs have to
follow selective technology leadership strategies – we have
shown that variants of the fast-follower strategy, such as the
intelligent adopter (those with sufficient capability to integrate,
adopt and improve supplier technology through dedicated
investments), can be very successful.
However, this requires considerable focus and clarity of action,
and some NOCs suffer from a lack of focus on defining how
technology will support the corporate strategy and core focus of
the organization. As an example, a few years ago one NOC with
mature fields had one of its strongest research groups in engine
development rather than in EOR.
This lack of a robust “top-down” technology strategy leads to
a shortage of focus and prevents some NOCs from achieving
critical mass in core areas. A related problem that can also
contribute to lack of relevance is a poor definition of “bottom-
up” technology needs from the operating units, and insufficient
efforts to quantify the value of solving operational challenges
in a way that allows prioritization of technology needs across
different operating areas.
The technology portfolio management process is responsible
for operationalizing the strategy, but in NOCs the portfolio of
technology activity is not managed as aggressively as in IOCs
– some NOCs have never carried out full reviews of their R&D
portfolios and lack the necessary data on the range of projects
they fund to undertake such an exercise.This increases the
likelihood that legacy projects will progress into large-scale
investments despite the fact that the underlying economic
rationale for their projects no longer makes sense.This leads
to strategic drift, with technically good but irrelevant projects
soaking up scarce technical resources. For example, the
recent dramatic reduction in oil price should result in portfolio
rebalancing, but this has not yet occurred for many NOCs.
B. Organizational issues
An organization set-up that separates R&D from operations
and isolates it from operational concerns typically results in few
technologies being deployed to field operations. Operations
tend to treat R&D as a tax and do not actively manage the
R&D budget. As a result, R&D is allowed to focus on long-
term projects which struggle to compete with readily available
external technology solutions, or which become irrelevant
when operational strategy changes, the technology under
development is superseded, or it is not made available on time
to match key projects’ critical paths.
A number of NOCs attempt to broaden their R&D resources
through different forms of cooperation with governmental
science and technology promotional agencies – ranging from
loans and contracts to co-sponsored entities with different
degrees of autonomy.This provides access to funds, top-level
scientists, technology development services and labs. However,
it exposes technology development to fiscal policy fluctuations,
as well as losing focus and control of projects and portfolio if
intellectual interests rather than business interests become
the key driver.The mission of such joint ventures sometimes
includes the option to market technologies to third parties, but
they often fail to accomplish said commercial purpose, since
technology marketing is not at the core of the NOC’s business
and scientists are not usually sales oriented.
Conversely, if R&D is strongly linked to operations, we often
see R&D staff drift into providing increasing levels of technical
service functions.This is typically driven by the scarce technical
resources available, which means that short-term fire-fighting
of operational problems with required technical expertise takes
priority over long-term development activities.This prevents
R&D staff from delivering other projects on time.
Furthermore, there are opportunities to strengthen the
managerial competences of teams involved in technology
management, especially in the areas of business vision (e.g.
understanding the entire value chain, identifying local and
worldwide industry trends) and economic and financial analysis.
4Thuriaux and Rogers, 2012, Technology Application in Mid-Sized Oil and Gas Companies