The Rapid Response Institute

Category: Governance

  • Chain of Custody: Is Your Management System Ready?

    Chain of Custody: Is Your Management System Ready?

    “This eliminates the possibility for human error.”  This is an actual quote taken from one of the many blockchain ‘credible’ websites readily available—citation withheld to protect the guilty.    And, the Titanic was unsinkable!

    From another credible sources, “Is blockchain secure for my business?  Simply put, it can be.  But, not by just turning the key.  Security will depend on a variety of factors, none sic (not) the least of which requires a robust risk management framework?”

    In their white paper, KPMG argues that while the current blockchain frenzy is focused on the new technology, the question of its applicability to a business solution remains elusive.  Falling in love with a ‘shiny new software object’ has been seen before.  Most recently, digitalization and IoT.

    The organization’s economic buyer requires more depth in the decision-making process.  Has a valid Business Use Case been developed for its implementation?  This can be a time-consuming activity as the various constituencies must be queried to assess their assessment of the Economic Value of this CAPEX.  Unfortunately, there are no shortcuts to this risk mitigation process.

    This blogger has focused on the need for Governance and appropriate Management Systems for many years.  Historically it has been a challenge for business and government entities to keep up with the explosion of technology.

    While third parties are often the weakest link in supply chain management and this is one of the problems that Chain of Custody solutions address, technology alone is not a solution.  As with any transformational initiative, the broader impact, unintended consequences as well as other tangible and intangible exposures must be understood and managed accordingly.

    Just for the record, human error can never be eliminated.  It is human folly to believe that a technology can free us from our human nature.  High Reliability Organizations (HRO) recognize this frailty and respond accordingly.

    The promised of today’s technology suites can be of high value.  History teaches us that this value may not be realized if the problem being addressed, their implementation and sustained (maturity) processes are inadequately formulated.

    How Will Your Organization Assure It Will Realize the Value from Blockchain Investments?

     

    https://advisory.kpmg.us/articles/2017/securing-the-chain.html

    Shemwell, Scott M. (2018, October). How to make the case to the C-Suite: Selling Large Scale Data Management Projects to the C Suite. Foundations: The Journal of the Professional Petroleum Data Management Association. Volume 5 Issue 2. pp. 6-8.

    https://sceweb.uhcl.edu/helm/RationalUnifiedProcess/process/modguide/md_bucm.htm

    https://therrinstitute.com/economic-value-proposition-matrix/

    https://therrinstitute.com/are-organizational-governance-models-broken-why-cant-management-get-a-handle-on-things/

  • Brand Your Digital Oilfield Culture: Internalize Its Transformation

    Brand Your Digital Oilfield Culture: Internalize Its Transformation

    Our recent article, “The Digital Oilfield Culture: Transformation Value for the Organizational Ecosystem” (pp.24-26) takes a somewhat different change management approach.  Why not brand your digital oilfield culture?

    Most consumers are familiar with the so-called ‘Brand Name.’  These are names so ubiquitous that in some cases that we take them for granted.  Soft drinks, beer, fast food and automobiles are only a small sample of ‘product/service’ brands most can immediately relate to; even subconsciously.

    Hearing a brand name elicits a response, usually positive but possible negative as well.  This is the way organizations seek to have their product become part of the lexicon.  Examples include Xeroxing and Googling among others.

    Digital Oilfield Culture

    “Systemic Digital Oilfield Culture can be defined as the Core Set of Values and Behavioral Economics of ALL participants of the extended organization and its Enterprise Risk Management strategy that reflect a Strong Bond Governance commitment to behaving as a High Reliability Enterprise Ecosystem in a Safe and Environmentally responsible manner.”

    Ok, while accurate, this author’s definition of a Systemic Digital Oilfield Culture may be stiff and boring to some.  What does it mean to me and why do I care?

    As noted in past blogs and written pieces, a successful cultural transformation must address the. “What’s in it for ME” question.  Moreover, the answer must make sense to me if I am to internalize it.

    Taken from consumer marketing a, “Brand Essence is the emotional heart of a brand, summed up in a few words.  The Brand Essence Wheel is a format for capturing and communicating the conceptual subtleties of the brand.” (Chung and Doran, 2016).

    Successful brand strategies can create fierce lifelong loyalties, i.e., the cola wars of the 1970’s attempts to capture the emerging Baby Boomer demographic.  So why not take advantage of this marketing strategy when transforming the culture of an organization?  Create these fierce loyalties for your organization’s success!

    Brand Wheel Construct

    In accordance with the theory, the Digital Oilfield Culture Brand Wheel (First Draft) is composed of two major categories:

    Facts & Symbols or those components of the Brand that address the “hard” and often more measurable aspects.

      • What the Culture does do for ME
      • How I would Describe the Culture

    Brand Personality addresses the more emotional side of the Brand

      • How the Brand make ME look
      • How the Brand makes ME feel

    The wheel is then populated with those criteria of interest to the organization (generally developed through a series of workshops at all levels of the firm and its ecosystem).  One example is depicted in the following (Version 1.0) graphic.

    Final Thoughts

    There is a significant body of knowledge about the highs and lows of organizational transformation/change management.  The preponderance of the evidence suggests the transformation of a digitalized organization is difficult and often fleeting.

    The B2C sector has demonstrated repeated and sustained success creating perceived value to the individual (ME).  In B2B sectors, Rah Rah, executive sponsorship, training, etc. all have their place with change.  Yet, this is approach has proved wanting.

    Most importantly, strong Brands are sustained when the Rah-Rah fades.  Just Do It is the tag line of one major brand.  Betting most readers know what firm that is.

    Is Digital Oilfield Cultural Branding in Your Organization’s Future?

    For More Information

    The complete article is available from Petroleum Africa magazine and a ‘for fee’ copy can be downloaded.  In addition to a more detailed discussion of the branding process, it contains a high-level Implementation Plan.

    You can also contact the author as well.

    End Notes

      Shemwell, Scott M. (2019, May/June). The Digital Oilfield Culture: Transformational Value for the Organizational Ecosystem. Petroleum Africa Magazine. Issue 3. pp. 24-26.

    Petroleum Africa magazine has graciously allowed the re-publication of this edition.  See our full article.

      Ibid.

      https://en.wikipedia.org/wiki/Cola_wars