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. CustomizationsContract strategy 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.

This paper presents how a drilling contractor based on the Norwegian continental shelf has increased efficiency and reduced NPT through a systematic approach towards continuous change management. In close collaboration with their customers, they have transformed their operational model through increased use of data-sharing, continuous support, and knowledge transfer. A qualitative case study of the change process revealed that the successful implementation was secured through:• The presence of an overall organizational structure giving room for innovative thinking and development of new ideas, while at the same time having a hierarchical and communicative structure rigid enough to ensure swift implementation.• An active use of efficient project organizations enabling relevant resources to be directed towards the change process.• Formalizing the champion role within the organization ensuring an efficient day-to-day follow-up of the change process.• Close collaboration with relevant actors in the company's surroundings, most notably major customers.The ability to focus on these factors enabled the building of an overall "capacity for innovation" within the company, meaning an ability to continuously harvest, develop, and implement new and transformative tools and work processes in the daily operations.The lessons uncovered in this study are highly relevant for other companies looking to prepare themselves for the increasingly changing demands the industry is facing. Operating with an organizational setup able to continuously change and innovate can prove decisive in the years to come. IntroductionThe field of integrated operations (IO) is maturing, and has been accepted as a vital avenue for value generation in the E&P industry. The focus is now shifting from R&D-initiatives and single-asset pilots towards securing continuous and companywide benefit realization. Change agents and managers spend less time convincing stakeholders of IOs' usefulness. Rather, the challenge has become to build an organizational robustness that ensures continued utilization of implemented solutions, while at the same time capturing new ones. This requires a continuous focus on change management and innovation.

On the Norwegian continental shelf, utilization of iE has been regarded as a vital measure for avoiding a rapid decline in production. Implementation has however proven to be challenging, and an unharvested potential still exist. Taking a capability approach to such implementation may help attain this remaining potential. Doing so requires a good understanding of what factors secure a successful and sustainable iE-implementation. Here, a case study of how a drilling contractor has adopted iE is used as basis for identifying such factors. An analytical framework rooted in the tradition of innovation theory is used for exploring the empirical material. The findings are further used as basis for presenting a set of recommendations that, if utilized, could help managers and change agents in their efforts of successfully implementing iE-capabilities within their organization.