The Preliminary Specification Part CLIX (C&G Part XVI)

The level of innovation within the oil and gas producer has / will become more and more challenging as the earth sciences and engineering disciplines continue their steep trajectories. With so much activity in this area, and the implications being so broad and far reaching there will be areas where substantial value might be left uncultivated by the producer. These could be in the scientific or business areas of the firm and the question becomes who is responsible for seeing that this value is captured? This post will detail how the Compliance & Governance module of the Preliminary Specification will help to deal with this situation.

With our look at technological paradigms and the effect they have on scientific and innovative trajectories in oil and gas. When discussing these points on innovation, it is important to remember that the sciences, the trajectories they are on, and the opportunities they generate for a producer, are accelerating and will continue to do so. With this in mind, we note that Professor Dosi suggests two separate phenomenon are observed:

• First, new technological paradigms have continuously brought forward new opportunities for product development and productivity increases. 
• Secondly “A rather uniform, characteristic of the observed technological trajectories is their wide scope for mechanization, specialization and division of labor within and among plants and industries.” p. 1138

As we have learned these new opportunities will be in the technological and business areas of the firm. The opportunities will be within the scope of the oil and gas businesses competitive advantages of its land and asset base, and earth science and engineering capabilities. However, much of it will also be generated outside of the firms core area, in the service industry, through the further division of labor and specialization, and in non-related business areas that are new and not well serviced by existing businesses. Most of this business value will be easily captured for the firm. That however does not necessarily mean that it should be pursued by the firm. It is critical at these times that the governance model of the firm stick to its knitting and pursue its key competitive strategies. That to move outside of its core strategies, to pick up some of these low lying fruits would be to distract it from the real job at hand. This has to be the job of those who are ensuring the governance model is upheld. At the same time, any value that is in the core competitive strategy that is not realized, must be captured and steps taken to systemically realize the value from that point forward.

To ensure that the firm remains on its competitive strategy there will be one interface developed with two different elements to it. This will be called the “Capabilities & Deployment Additions Interface”. The first element will be a summary of the additions that were made to the “Capabilities Interface”. By reviewing the current additions, i.e. all of the text that was added in the last quarter, to the interface. The user will be able to determine if the firm has been able to maintain its overall focus on developing its capabilities in line with its goals and objectives. If it sees that it is suddenly researching the development of drill bits then it knows that it is on an inappropriate direction. The second element is similar in its characteristics but uses the “Planning & Deployment Interface”. With the deployment of its capabilities it can see that the firm has deployed its resources in a manner that is consistent with the firms objectives and goals. That no capabilities were deployed to commission drilling rigs was done during the quarter.

In the same way that the capabilities and deployment of them can be reviewed, the AFE and Work Orders can be reviewed for the quarter as well. These will provide an understanding of what the firm has done in participation with the partners and other producers in the industry. After reviewing these activities the user of the “Capabilities & Deployment Interface” will be able to ensure that the focus of the producer has remained consistent with the objectives of the firm. Any potential deviations could be dealt with through discussions with the management and corrective actions taken.

Focusing on where it can generate the greatest value is the only concern of the firm. To pursue the value that might be available in other areas is a distraction that should be of no concern to the firm. However, understanding that at the same time there is new value being generated in the firm as a result of the steep trajectories that the relevant and core strategic science is on. That this new value may be reflected in other areas of the firm, and needs to be captured is part of the “Capabilities & Deployment Interface” of the Compliance & Governance module.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification.

The Preliminary Specification Part CLVIII (C&G Part XV)

In today’s post we want to continue with our discussion of the corporate governance over the uncertainty of the innovation process. And how good governance will seek to moderate the investments in innovation and attempt to make it a routine aspect of the firms activities. We have noted that innovation is a quantifiable and replicable process, it is however, anything but routine. At the same time I want to reiterate that innovation and good governance are not mutually exclusive. And with that jumble of contradictions lets begin.

Writing the Preliminary Specification is an innovation that People, Ideas & Objects is undertaking. It is something that is significant and will happen only once. It is not something that will happen every day and is unusual for it to be undertaken. These are the characteristics of innovation. When a firm undertakes to do something innovative it is usually something that is new and significant to their firm. It involves some risk and imputes a high level of uncertainty. Professor Giovanni Dosi notes.

However, even in the case of “normal” technical search (as opposed to the “extraordinary” exploration associated with the quest for new paradigms) strong uncertainty is present. Even when the fundamental knowledge base and the expected directions of advance are fairly well known, it is still often the case that one must first engage in exploratory research, development, and design before knowing what the outcome will be (what the properties of a new chemical compound will be, what an effective design will look like, etc.) and what some manageable results will cost, or, indeed, whether very useful results will emerge. p. 1135

Unfortunately this is the state of the oil and gas business as it stands today. That every well drilled is literally the result of someones theory as to what the existence of oil and gas is. Certainly anything classified as exploratory, and much of the development work, would meet this criteria of being innovative.

As a result, firms tend to work with relatively general and event-independent routines (with rules of the kind “... spend x% of sales on R & D,” ... distribute your research activity between basic research, risky projects, incremental innovations according to some routine shares ...” and sometimes meta-rules of the kind “with high interest rates or low profits cut basic research,” etc.). This finding is corroborated by ample managerial evidence and also by recent more rigorous econometric tests; see Griliches and Ariel Pakes (1986) who find that “the pattern of R & D investment within a firm is essentially a random walk with a relatively low error variance” (pp. 10 - 11). 

Going back to the example of People, Ideas & Objects. Writing the Preliminary Specification is not routine, however, it is in a long line of routine research and development projects that have been undertaken to explore the development of user driven software for the innovative oil and gas producers, based on using the Joint Operating Committee.

In this sense, Schumpeter’s hypothesis about the routinization of innovation (Joseph Schumpeter 1942) and the persistence of innovation-related uncertainty must not be in conflict but may well complement each other. As suggested by the “late” Schumpeter, one may conjecture that large-scale corporate research has become the prevailing form of organization of innovation because it is most effective in exploiting and internalizing the tacit and cumulative feature of technological knowledge (Mowery 1980; Pavitt 1986). Moreover, companies tend to adopt steady policies (rules), because they face complex and unpredictable environments where they cannot forecast future states of the world, or even “map” notional events into actions, and outcomes (Dosi and Orsenigo 1986; Heiner 1983, 1988). Internalized corporate search exploits the cumulativeness and complexity of technological knowledge. Together with steady rules, firms try to reduce the uncertainty of innovative search, without however, eliminating it. pp. 1134 - 1135

This is where corporate governance does not necessarily conflict with innovation. Priorities and budgets need to be set and established. A corporate focus has to be imposed. That is what a good corporate governance model will provide the innovative oil and gas producer. Otherwise the firms pursuit would be an out of control science experiment. I think with the governance mechanisms that have been mentioned to date, the “Research Budget Allocation Interface” and the Military Command & Control Metaphor provide the beginnings of good governance. We’ll continue on with our discussion here, however, I want to stress again that the user communities input into the Preliminary Specification will be able to provide substantial value in this area.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. 

The Preliminary Specification Part CLVII (C&G Part XIV)

In today’s post we want to begin a discussion of the governance over the processes of innovation in the Compliance & Governance module of the Preliminary Specification. In particular we want to look at the overall process of success and failure that innovation invokes and is reflected in Professor Giovanni Dosi’s following quote.

In general the uncertainty associated with innovative activities is much stronger than that with which familiar economic model deals. It involves not only lack of knowledge of the precise cost and outcomes of different alternatives, but often also lack of knowledge of what the alternatives are (see Freeman 1982; Nelson 1981a; Nelson and Winter 1982). 

This is not what those in corporate governance want to hear. What however should make them happier is that we have the “Research Budget Allocation Interface” in the Research & Capabilities module. Recall that this interface documents the information that the firm is involved in, and summarizes the activities that are currently ongoing and have costs budgeted. If a Work Order has some Research or Innovation being undertaken then it will be listed in the interface. If an AFE has some of these activities it too will be listed in the interface. Within the Research Budget Allocation Interface the ability of its user to review all of the activities that are ongoing within the firm would be possible. The risk of any duplications would be discovered and the budget allocation for research and innovation costs would be prioritized and given some corporate direction.

Additionally there is the Military Command & Control Metaphor (MCCM) providing governance over the innovation process. The MCCM was developed in order to be able pool the technical resources in the Joint Operating Committee, however it has just as much application in the producer firm. By using the MCCM for the innovative activities within the Research & Capabilities module, then the firm is able to keep a tight control over whom is involved in the innovation activities. By imposing a chain of command, and control over the people who may be seconded from different departments in the firm, the MCCM helps to provide good governance over the innovation in the firm.

We know there is more to innovation then this. Sometimes it is the un-qualifiable and un-quantifiable that we are seeking. Professor Dosi notes.

In fact, let us distinguish between (a) the notion of uncertainty familiar to economic analysis defined in terms of imperfect information about the occurrence of a known list of events and (b) what we could call strong uncertainty whereby the list of possible events is unknown and one does not know either the consequences of particular actions for any given event (more on this in Dosi and Egidi 1987). 

I suggest that, in general, innovative search is characterized by strong uncertainty. This applies, in primis to those phases of technical change that could be called pre-paradigmatic: During these highly exploratory periods one faces a double uncertainty regarding both the practical outcomes of the innovative search and also the scientific and technological principles and the problem-solving procedures on which technological advances could be based. When a technological paradigm is established, it brings with it a reduction of uncertainty, in the sense that it focuses the directions of search and forms the grounds for formatting technological and market expectations more surely. (In this respect, technological trajectories are not only the ex post description of the patterns of technical change, but also, as mentioned, the basis of heuristics asking “where do we go from here?”) p. 1134

This has / will become the nature of the oil and gas business. Good governance over the innovation process will have to limit the amount of its involvement so that the innovations can develop. At the same time this does not preclude the oversight mentioned at the beginning of this blog post. And there may be substantially more “good governance” that the user community can determine when their involvement in these developments is unleashed.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification.

The Preliminary Specification Part CLVI (C&G Part XIII)

In today’s post we want to talk about the governance of the firm and Joint Operating Committees collaborations in the Compliance & Governance module. It is these collaborations between the industry participants and the service industry that will provide the fuel for the producer and Joint Operating Committee innovations. Good governance over these collaborations is also necessary from the point of view of ensuring that the firms capabilities are not unnecessarily leaked to areas where they are not required. We have stated throughout the Preliminary Specification that innovation is as difficult to copy as it is to generate within the firm. That to copy the capabilities of another firm is as costly as developing them on your own, and that is still the situation. What this blog post is about is good governance.

We begin by discussing Professor Giovanni Dosi’s definition of a technological trajectory. The definition of a technological trajectory is the activity of technological process along the economic and technological trade offs defined by a paradigm. Dosi (1988) states “Trade-offs being defined as the compromise, and the technical capabilities that define horsepower, gross takeoff weight, cruise speed, wing load and cruise range in civilian and military aircraft.” People, Ideas & Objects assumes the technical trade-off in oil and gas is accurately reflected in the commodity pricing. Higher commodity prices finance enhanced innovation.

These trade-offs facilitate the ability for industries to innovate on the changing technical and scientific paradigms. Crucial to the facilitation of these trade-offs is a fundamental component that spurs the change and is usually abundant and available at low costs. For innovation to occur in oil and gas, People, Ideas & Objects would assert that the ability to seek and find knowledge, and to collaborate are two “commodities” that are abundant today. With their inherent low direct costs, knowledge and collaboration are the triggers for a number of technical paradigms which will provide companies with fundamental innovations.

We have throughout the Preliminary Specification enhanced collaboration between the producer and other members of the various Joint Operating Committees the producer has partnered with, members of the industry, service industry participants and the general industry at large. These collaborations are with the expressed purpose of developing the technology and understanding of the firm and enhancing its capabilities. There are however limits to this exposure. For a variety of legal, proprietary, and other reasons certain things may not be able to be discussed openly. There is also the case that information regarding a certain capability will only be discussed with partners that have an interest in that property. That to release it to other partners would not be in the interest of the firm. How is the governance of these collaborations managed.

We can certainly restrict the capabilities within the “Capabilities Interface” to those situations that in which they are authorized. However, does that solve the problem. The issue comes down to the collaboration itself. Does the information slip out in the discussion between the individual and their counterpart at company b? What can be done once the collaboration has leaked the data? Not much and that is the issue that the governance has to deal with.

One of the first things we can do is centralize the publication of the collaborations to one area. There they can be approved for content before publication, and if any collaboration is deemed to be too revealing then it can be returned for editing, and further review before publication. This would slow the process of collaborations however that is a minor issue compared to the loss of critical information. Secondly the review before publication could be placed only on certain people who know the corporate secrets, then the work load would be less onerous. The problem with either of these situations is that it would take the time of someone very senior within the organization. To do this would require that we have a centralized “Collaboration Interface” that aggregates the firms collaborations into one central area. Therefore we will build this interface within the governance area of the Compliance & Governance module with the following provision. A balance needs to be struck between the leakage of proprietary information and the flow of information to the right place at the right time. It is the latter that is providing the innovative oil and gas producer with its key competitive advantage.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification.

The Preliminary Specification Part CLV (C&G Part XII)

One of the areas that we covered in our previous posts in the Compliance & Governance module of the Preliminary Specification. Is that good governance and innovation are not necessarily mutually exclusive. In today’s post we want to discuss the “Lessons Learned Interface” that is initiated in the Knowledge & Learning modules of each Joint Operating Committee, and are aggregated in the Compliance & Governance module of the Preliminary Specification. And a new interface that we are calling “The Innovation Library”.

What we know about innovation can be summarized by Professor Giovanni Dosi. He states “In very general terms, technological innovation involves or is the solution to problems.” Dosi goes on to further define this as “In other words, an innovative solution to a certain problem involves “discovery” (of the problem) and “creation” since no general algorithm can be derived from the information about the problems. Solutions to technological problems involve the use of information derived from experience and formal knowledge. It is the specific and un-codified capabilities, or “tacit-ness” as Professor Dosi describes “on the part of the inventors who discover the creative solution.”

With the demands for more earth science and engineering being required for each barrel of oil and gas produced. And the need to keep up with the steep trajectory of those sciences over the coming years. The oil and gas firm, and the individual Joint Operating Committees will be learning substantial volumes of new and valuable information about the business. The innovative oil and gas producer will also become capable of innovating off of these developments and expanding the knowledge of both the organization and quite possibly the science. Keeping good governance over these processes would seem to be counter productive, however, does it have to be?

One of the first things that we can do to provide good governance is to ensure that the same mistakes are not made over and over. We discussed this process in Part X of the Compliance & Governances Preliminary Specification output. Having the lessons learned populated from each of the Joint Operating Committees, up to each of the participant producer firms. Where each producer firm has the aggregated lessons learned from each of the Joint Operating Committees that they have an interest in. Then they can apply any lessons learned from any of the JOC’s to other JOC’s as may be required.

Another thing I think that we can do in the governance section of this module is provide a strong understanding of the innovative process. By compiling and assimilating the process of innovation into a understandable business process then the people who are charged with good governance will be able to understand what good innovation is, and what bad innovation is. Having a library of the science of innovation, some written by Professor Dosi, would alleviate the guess work and concern that some of the activities that were occurring in the firm were moving the firm down the wrong direction, when in fact they were good innovations. We know that innovation can be reduced to a quantifiable and replicable process. Therefore it should be governed on the same basis. However, that governance needs to be done in a manner that it is apprised as to what good innovation consists of. That good governance has a responsibility to understand the process of innovation just as much as the innovators do. Lets call this interface “The Innovation Library” of the Compliance & Governance module.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. 

The Preliminary Specification Part CLIV (C&G Part XI)

We begin now with our third or innovation pass through the Compliance & Governance module of the Preliminary Specification. In reviewing the material that we have so far, there are two things that I would note that stand out. One is the fact that governance and innovation are not mutually exclusive. It was noted that Apple is a very innovative company and also runs a very tight ship. The second point was the use of standardization and the division of labor were a necessity. In both the development of software, and the deployment of people who would be available to support the producers compliance needs. In today’s post I want to talk about the critical role that the People, Ideas & Objects Compliance & Governance module should take in ensuring that innovation becomes a competitive strategy for the industry.

When will the demand for more information from regulators end? Maybe a more constructive question would be to think how can we get ahead of this situation on a more permanent basis? Part of the answer to that question is software. We are approaching the development of comprehensive software for the innovative oil and gas producer with People, Ideas & Objects. This should be seen as an opportunity to take the time to rethink the compliance and governance of the producer firm. To begin the implementation of software that will solve the issues of compliance and governance on a more permanent basis. And by that I mean from the point of view of using software, the division of labor and standardization as the solutions to the problem.

Assuming that each producer has to meet regulatory requirements from a to z, that’s 26 jurisdictions. That’s 26 specialized talents that they would need on staff in order to meet those regulatory requirements. Now on aggregate, the industry has those same 26 jurisdictions. Why would we not break this down into 26 teams who are specializing into one jurisdiction each on behalf of all producers? Using software that is designed to meet the needs of that jurisdiction, they could do the specialized work on behalf of the industry. This could apply to small start up firms and to Exxon Mobil. The specialized nature of the staff at each service provider would be more efficient and less costly then having the staff in house. Add to that the costs of developing specific software to meet the compliance needs being amortized over the entire industry, as opposed to incurred at each firm, and the costs of compliance are lower with better service. Please note this would require specialized software to be developed and run at each of the service providers as well.

If we review Professor Giovanni Dosi’s three key factors of innovation we find that regulation is a part of the third key factor. Clearly it is a drag on innovation. And what we have here is an opportunity to reduce the amount of drag on innovation in the industry.

Additional issues include the conditions controlling occupational and geographical mobility and or consumer promptness / resistance to change, market conditions, financial facilities and capabilities and the criteria used to allocate funds. Microeconomic trends in the effects on changes in relative prices of inputs and outputs, including public policy. (regulation, tax codes, patent and trademark laws and public procurement.)

At some point the volume of regulations will become economically impractical for each producer to maintain on their own. I think that time has passed. It is at that point the regulations will force the producers to look at other means to organize the way they meet these requirements. In today’s marketplace that has to include software, the division of labor and standardization. That is the opportunity that is being presented here in People, Ideas & Objects Preliminary Specification.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. 

The Preliminary Specification Part CLIII (A&S Part XII)

We continue on one more day with our innovation review of the Performance Evaluation and Analytics & Statistics modules of the Preliminary Specification. Today’s post focuses once again on the opportunities that are presented to the user of these modules, and the motivation they have in using them. Specifically we will focus on the importance these modules will have in initiating innovation within the firm and Joint Operating Committee.

Professor Giovanni Dosi’s 1988 paper “Sources, Procedures and Microeconomic Effects of Innovation” begins by summarizing that businesses commit to innovation stemming from exogenous scientific factors and endogenously accumulated capabilities developed by their respective firms. His general point is that “observed sectoral patterns of technical change are the result of the interplay between various sorts of market-inducements, on the one hand, and opportunity and appropriability combinations, on the other”. p. 1141 Therefore while in the Performance Evaluation and Analytics & Statistics modules the user is looking where the greatest value is attainable based on their opportunities and capabilities.

Access to the users domain of data, providing the tools of analysis, enabling collaboration on these analysis and making them active within the ERP system is a summary of the process within these two modules. This is the beginning of the process of innovation. Identifying problems, evaluating solutions and resolving the problems are the work that humans can do. Leaving the mundane tasks of the day to day to the computers. It is these two modules that enable the user to initiate the innovation and oversee the other processes that are operational within the ERP systems.

If we look at the types of data that will be stored within the People, Ideas & Objects system we see some fundamentally different types of information. Capabilities, research material and ideas. How the volumes of these data are filtered, parsed and made sense of is through these two modules. Tomorrow we will be moving to the Compliance & Governance module for our innovation review.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. 

The Preliminary Specification Part CLII (A&S Part XI)

How the innovative producer attains a higher factor of revenue per employee is through a constant search for more production, higher prices, lower costs and more effective management of their oil and gas assets. This search in many instances will begin with a query in either the Performance Evaluation module for the Joint Operating Committee or the Analytics & Statistics module for the producer firm itself. Having access to the data and information of the respective domain provides the user with the ability to formulate queries on the basis of different scenarios, what if’s, and other mathematical calculations. Big deal, something that most people can do with a day of training on a spreadsheet. And that would be part of the situation, however there is more.

If we go back to Part three of this module we find that performance is a key motivating principle behind the use of the module. People are using these modules to find the next increment in value. To determine where that value resides requires these specialized tools to find it. Recall that these are subject to the Security & Access Control module, therefore the data and information that they can access will be limited to the domain of the users authority. And the application modules will be collaborative, therefore they are able to interact with others.

Running a query is a fairly basic operation that is static in its output. The result just sits in the spreadsheet for the user to act upon. Within the Performance Evaluation and Analytics & Statistics modules we can evoke the messaging services which include the following processes: person to person, person to process, process to person and process to process, on any query output. Therefore if you had a query that was running, and at any time that query attained a value of 1 of which you wanted to know, then you could have the system text you, then that could be done in these modules. Or if the same query attained the value of 1, then you could have it invoke another process to initiate an invoice for x. Adding these messaging processes brings the power of the ERP system in to play from the point of view of using these calculations to carry out some action.

As Part Three of this module documented McKinsey’s “The 21st Century Organization” article Part 4 “Measuring Performance”. Professor Giovanni Dosi (1988) states that profit motivated agents must involve both “the perception of some sort of opportunity and an effective set of incentives.” (p. 1135) Professor Dosi introduces the theory of Schmookler (1966) and asked “are the observed inter-sectoral differences in innovative investment the outcome of different incentive structures, different opportunities or both”? (p. 1135) Schmookler believed in differing degrees of economic activity derived from the same innovate inputs. The incentive to find the innovation, and the opportunity to find it are both contained within the Performance Evaluation and Analytics & Statistics modules.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification. 

The Preliminary Specification Part CLI (A&S Part X)

With the opening up of the Performance Evaluation and Analytics & Statistics modules of the Preliminary Specification to collaboration between the firms participating in the Joint Operating Committee. The risk / reward of sharing of information comes into play once again and we have to ask if the harbouring of knowledge and information is more important and valuable then having the right information deployed at the right time in the right place. This is the criteria that the innovative producer will have to evaluate their innovation strategies on in the 21st century.

What we do know is that “things” happen fast. That is except in organizations. Providing the people with the appropriate knowledge and information for them to act in a fast changing environment is difficult. Some of the difficulty in getting the knowledge and information to the right people was to ensure the integrity of the information was not breached by those that were not part of the organization. Don’t get me wrong I’m not recommending an open information policy. The Security & Access Control module imposes high levels of integrity on all the communications and storage of data and information. The collaborations however between firms being open is where there may be some perceived leakage of proprietary losses of knowledge. And it is here that I am asking if those losses impose any risk to the innovative oil and gas producers competitive advantages of their land and asset base, or earth science and engineering capabilities. No they don’t. In fact the collaborations enhance the innovativeness and the capabilities of the firm.

The question therefore becomes how is this proprietary information and capability deployed on an as needed basis. Professor Giovanni Dosi notes that although the free movement of information has occurred in industries for many years, yet has never been easily transferable to other companies within those industries. The ability to replicate a competitive advantage from one company to another is not as easy, and may indeed be not worthwhile doing. Dosi (1988) goes one step further and states, “even with technology license agreements, they do not stand as an all or nothing substitute for in house search.” A firm needs to develop “substantial in-house capacity in order to recognize, evaluate, negotiate and finally adapt the technology potentially available from others.” Therefore why not focus on the need to increase the companies own unique and specific competitive sources and directions.

Collaborations in the Performance Evaluation and Analytics & Statistics modules of the Preliminary Specification will provide greater value in getting new and innovative ideas and information to the right place at the right time. These are the attributes the firm should be pursuing rather then any concern for any risks of losing any proprietary knowledge or information. Yesterday we noted that innovation involved the discovery of problems. It also includes change which Professor Dosi notes in the following.

Organizational routines and higher level procedures to alter them in response to environmental changes and / or to failures in performance embody a continuous tension between efforts to improve the capabilities of doing existing things, monitor existing contracts, allocate given resources, on the one hand, and the development of capabilities for doing new things or old things in new ways. This tension is complicated by the intrinsically uncertain nature of innovative activities, notwithstanding their increasing institutionalization within business firms. p. 1133

It would therefore seem prudent for an innovative producer to enable the collaborations in all of the modules of the Preliminary Specification as a key to their innovation strategy. And to focus on dealing with the change in the routines as a result of the discovery of solutions to problems and the changes in their capabilities. These are the areas where the innovative oil and gas producer is going to need to deal with the outcomes of the innovation, and the overall capability to continue to innovate.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification.

The Preliminary Specification Part CL (A&S Part IX)

We have learned many things from Professor Giovanni Dosi about innovation. To highlight the one most important individual point is impossible as all of the theories rely on each other. Today’s post takes the trajectories and technical trade-offs discussion and applies it to the Performance Evaluation and Analytics & Statistics modules of the Preliminary Specification. Maybe one of the most important things that we do with these two modules is to ensure that we make them collaborative.

Working in isolation we can achieve a lot of what we set out to do. When we collaborate with others then the possibilities grow exponentially. Setting about to review a mountain of data seems like a fun task, for a few people I’m sure that might ring true. However, for most people the possibility that they will find joy in the task is somewhat limited. As a team however, the task becomes something of an adventure with the findings being a multiple of what one individual could discover. A collaborative capability needs to be a necessary part of these two modules.

Professor Giovanni Dosi noted that a technological trajectory is the activity of technological process along the economic and technological trade offs defined by a paradigm. Dosi (1988) states “Trade-offs being defined as the compromise, and the technical capabilities that define horsepower, gross takeoff weight, cruise speed, wing load and cruise range in civilian and military aircraft.” People, Ideas & Objects assumes the technical trade-off in oil and gas is accurately reflected in the commodity pricing. Higher commodity prices finance enhanced innovation.

These trade-offs facilitate the ability for industries to innovate on the changing technical and scientific paradigms. Crucial to the facilitation of these trade-offs is a fundamental component that spurs the change and is usually abundant and available at low costs. For innovation to occur in oil and gas, People, Ideas & Objects asserts that the ability to seek and find knowledge, and to collaborate are two “commodities” that are abundant today. With their inherent low direct costs, knowledge and collaboration are the triggers for a number of technical paradigms which will provide companies with fundamental innovations.

Collaborating and sharing knowledge in the Performance Evaluation and Analytics & Statistics modules, as well as the other modules of the Preliminary Specification, will fuel innovation. Whether that collaboration is within a producer firm, a Joint Operating Committee or a working group that has recently been established through a work order. Access to these two modules should enable the participants to evaluate the data with the toolset provided in the modules. The only limitation that I would hope to impose on the use of these tools is a reasonable amount of free computer time.

Making these two modules collaborative will turn them into well used and handy applications that will be used by many. Not the obscure applications used by the data obsessed. Remember Professor Dosi says that “In very general terms, technological innovation involves or is the solution to problems.” Discovery of those problems can be collaboratively done here in the Performance Evaluation and Analytics & Statistics modules.

For the industry to successfully provide for the consumers energy demands, it’s necessary to build the systems that identify and support the Joint Operating Committee. Building the Preliminary Specification is the focus of People, Ideas & Objects. Producers are encouraged to contact me in order to support our Revenue Model and begin their participation in these communities. Those individuals that are interested in joining People, Ideas & Objects can join me here and begin building the software necessary for the successful and innovative oil and gas industry.

Please note what Google+ provides us is the opportunity to prove that People, Ideas & Objects are committed to developing this community. That this is user developed software, not change that is driven from the top down. Join me on the People, Ideas & Objects Google+ Circle and begin building the community for the development of the Preliminary Specification.