Digital Transformation and Analytics
The decision to implement a "Digital Transformation” program carries with it the requirement to recognise and deal with a number of identified issues, each of which is common to any industry sector.
These are illustrated below as Customer Challenges.
Through our work in the application of digital expertise and analytics, we have also identified a number of Solutions which must be addressed by the Executive Team when developing and applying an digital program across a business or series of assets. These are set out on subsequent pages.
Customer Challenge 1:
The executive team is not clear about the vision for its Digital Engineering program
We work in with the senior management to clarify the vision for analytics programs, including organisation structure assessment: e.g. Management has established an analytics team but need to closely align it within the operations team for better focussing.
Customer Challenge 3:
No one determined the value that the 'Pilot' cases can deliver in the first year for both baseline and future investment purposes.
We can support the tracking of baseline performance levels; Identification of key areas to apply analytics program development ('low hanging fruit') and monitoring implementation and performance improvement (including ROI)
Customer Challenge 5:
Costly "data aggregation" & “analytics" efforts are started en masse with minimal benefit realised until very late in the process .
We can work with client groups to focus and prioritise where the program will bring early value capture, and establish an ongoing program of work for balance of data aggregation (where value is derived).
Customer Challenge 7:
Analytics capabilities are isolated from the business, resulting in an ineffective analytics organisation structure.
We can facilitation the development of effective organisational structure and support internal sponsors across and between the functional groups (ET, IT and OT) to optimise the utilisation of analytics programs.
Customer Challenge 9:
Once kicked-off, nobody knows the quantitative impact that analytics is providing
We can support & lead the development of baseline measurement and models, as well as communication of effective metrics to key stakeholders. This will enable the assessment of the analytics program outcomes against the business case and related initiatives.
Customer Challenge 2:
With only a basic understanding Digital technologies and their potential application within industry, the Analytics roles are poorly defined (initially and into the future).
We can facilitate sessions to give relevant parties a better understanding of Digital Technologies. Better understanding allows Digital objectives can be then defined and understood. Resourcing requirements; Position Descriptions; Targets; and KPI's can then be established for these 'technology roles' within the organisation.
Customer Challenge 4:
There’s no analytics strategy beyond a few use cases.
We can lead the development and validation of the Analytics Strategic Plan from Pilot project to a fully integrated part of the operating business. i.e. A plan for Years 1, 2, 3, 5 and beyond.
Customer Challenge 6:
The organisation lacks analytics translators.
We can facilitate effective communication interface between the functional groups of ET, OT and IT.
We can be a neutral party to identify key constraints being faced by a functional group, facilitate key discussions between groups and work to a 'best for organisation' outcome.
Customer Challenge 8:
Analytics platforms are generic structures and not built to purpose.
The establishment of a staged and effective Analytics solution is more effective when considered in the context of the whole of plant, P&ID, and organisational drivers.
As Digital Analytics is aimed at identification of process and organisational efficiencies for bottom line results, a 'one size fits most' approach is not likely to bring the best outcomes to the business.
Customer Challenge 10: No one is appointed to focus on identifying potential ethical, social, and regulatory implications of analytics initiatives.
Analytics can be used to asses performance of specific groups and individual operators in a plant. Oversight needs to be maintained to ensure actions are supportive and not purely punitive. As can trigger cultural 'backlash' or IR disputes negating or offsetting the potential values that can be derived through analytics programs.