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.[i] 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.”[ii]
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.[iii] 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.
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.
[i] 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.
Critical Mass: Value from the RBC Framework
Nuclear physicists define the term, “critical mass” as the amount of fissile material whereby a nuclear reaction is self-sustaining. From that original definition, the construct is further developed along societal and political terms as a function of the environment and number of adopters and their interdependencies that create enough of a consensus for individual actions that sustains an undertaking.
In 1996, the author published the first of several case studies on a societal interaction model based on the Relationships, Behavior and Conditions (RBC) construct among economic actors. Previously the model was only in the domain of academia.
This blog addresses contemporary issues from the RBC perspective and whether in the present state they are sustainable or not. Many readers may be familiar with the “Innovation Adoption Curve.” RBC seeks to enlighten the causality of behaviors that cause movement towards the critical mass that generates movement along this diffusion curve.
- Lessons from the Seventies noviembre 12, 2019
- Want – Like – Need octubre 24, 2019
- It’s the Economics Stupid! octubre 18, 2019
- In Defense of Humans—Machines Are Not Ready Yet octubre 1, 2019
- Culture Matters A Lot! Cultural Interactions Matter MORE!! septiembre 22, 2019
Other Blogs Dr. Shemwell Authors
Dr. Shemwell is an author for the following 3rd party blogs.
Governing Energy Blog
BTOES Insights is the content portal for Business Transformation & Operational Excellence opinions, reports & news. Dr. Shemwell is a contributor.
Consult 2050 connects organizations with a wide range of consultants all around the world. The firm operates an online marketplace for consultancy services.
About the Author
Dr. Scott M. Shemwell has over 30 years technical and executive management experience primarily in the energy sector. He is the author of six books and has written extensively about the field of operations. Shemwell is the Managing Director of The Rapid Response Institute, a firm that focuses on providing its customers with solutions enabling Operational Excellence and regulatory compliance management. He has studied cultural interactions for more than 30 years—his dissertation; Cross Cultural Negotiations Between Japanese and American Businessmen: A Systems Analysis (Exploratory Study) is an early peer reviewed manuscript addressing the systemic structure of societal relationships.