Oil & Gas enterprises tend to have a set of very specific goals, motivations and architecture consistent with the capital-intensive industry. The capital project dwarfs all internal change projects and redirects the company.
Often commodity price is the single largest determiner of core motivation. When prices are high, time-to-market is trump. When prices are low, efficiency is trump.
The industry is also characterised by a very high degree of agility - with businesses undergoing almost constant re-organization.
With Oil & Gas prices forecasted to remain under 60 USD throughout 2016 and 2017 (The Economy Forecast Agency http://longforecast.com/brent/crude-oil-forecast-for-2015-2016-and-2017.html) It is more important now than ever before for the Oil & Gas industry to receive the maximum benefits and value from their Information Technologies (IT).
In the 2016 Oil & Gas Trends report by PWC (http://www.strategyand.pwc.com/perspectives/2016-oil-and-gas-trends), it lists three things that all Oil & Gas organizations should consider doing:
Third, O&G companies need to exploit new technology to innovate, minimize costs, and help contribute to achieving a lower-emissions environment. For example, as oil prices plunge, demand for digital oil-field applications will grow. Opportunities to link multiple platforms operated remotely from a single onshore center or to deploy remote monitoring for onshore and offshore operations can obviate the need for physical on-site inspections. One supermajor, BP, is already adopting drone technology to inspect pipelines at its remote Prudhoe Bay field in Alaska