Learning in the Knowledge & Learning Module

What is it that the people who work for a Joint Operating Committee know? Where does a person that has just been assigned to the property learn what is important about it in terms of how its run? Where is this history kept, who maintains it, and how is it accessed? We have discussed the knowledge area of the Knowledge & Learning module of the Preliminary Specification, I want to shift the discussion now to the learning area.

Let's first review Professor Langlois’ definition of Dynamic Transaction Costs.

Over time, capabilities change as firms and markets learn, which implies a kind of information or knowledge cost - the cost of transferring the firms capabilities to the market or vice-verse. These "dynamic" governance costs are the costs of persuading, negotiating and coordinating with, and teaching others. They arise in the face of change, notably technological and organizational innovation. In effect, they are the costs of not having the capabilities you need when you need them. p. 99

Our efforts in the learning section of the Knowledge & Learning module must be to reduce the Dynamic Transaction Costs of the Joint Operating Committee. This objective may be contrary to the times that we find ourselves in. Change is the one constant, learning to adapt to that change is critical. Recognizing the high costs associated with Dynamic Transaction Costs therefore has to be handled from a strategic point of view. This will initiate the discussion and begin documenting how the learning section of the module is configured to capture this data and information.

We now turn to a quotation from Professor Sidney Winter in his paper “Deliberate Learning and the Evolution of Dynamic Capabilities” to define some of the risks we face in the changing environment of the innovative oil and gas producer.

In a relatively static environment, a single learning episode may suffice to endow an organization with operating routines that are adequate, or even a source of advantage, for an extended period. Incremental improvements can be accomplished through the tacit accumulation of experience and sporadic acts of creativity. Dynamic capabilities are unnecessary, and if developed may prove too costly to maintain. But in a context where technological, regulatory, and competitive conditions are subject to rapid change, persistence in the same operating routines quickly becomes hazardous. Systematic change efforts are needed to track the environmental change; both superiority and viability will prove transient for an organization that has no dynamic capabilities. Such capabilities must themselves be developed through learning. If change is not only rapid but also unpredictable and variable in direction, dynamic capabilities and even the higher-order learning approaches will themselves need to be updated repeatedly. Failure to do so turns core competencies into core rigidities (Leonard Barton 1992).

We need to strike a fine balance between these two somewhat opposing goals. Strategically control the Dynamic Transaction Costs and maintain an environment of dynamic capability for change and organizational learning.

The first component of the learning module has to include a wiki styled information repository that contains the operational, policy and management of the property. This will be managed by the Security & Access Control module so that only those that are assigned to the property are able to access the wiki. In addition those that are not of senior levels within the property will have limited access to certain areas within the wiki. Within the wiki will be the entire life history of the property in terms of the information that has been collected. Well files, schematics, reports, agreements, etc. Everything and anything, indexed and referenced in electronic fashion. Recall too the Knowledge area contains the “Dynamic Capabilities Interface” of the producer firms affiliated with the JOC.

Another section should be set out for “Lessons Learned” in which to document where decisions were made based on actions or activities that occurred of interest. These have a dramatic influence on everyone in terms of their learning and understanding about the property. These items should also be published to each person in the property as well as being posted in a central location. As with the Research & Capabilities module the ability to act on these items in terms of right clicking on them and generating an AFE, a Work Order, a Purchase Order or any of the other documents in the People, Ideas & Objects application modules should be possible based on the users needs. More will also be discussed about these lessons learned in the Compliance & Governance module.

Again it might be argued or asked, why is the ERP vendor so concerned about the operational concerns of the oil and gas producer? The simple answer is that it's the business of the business of oil and gas that needs to be supported by the ERP system. And that is at the Joint Operating Committee level in the oil and gas business and the People, Ideas & Objects application. It's not just about debits and credits anymore, it's about identifying and supporting the business of the innovative oil and gas producer.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

I Didn't Notice...

That is to say that I didn’t notice that all of the earnings reports for the producers were in. I was waiting for the majority of them to show up through the normal channels, that is the media, nothing was coming through, so I thought I would check a few websites to see if they had reported them already. And they have, almost all of them. Without any fanfare or commentary in the press, the entire industry has released their earnings without a hint of promotion anywhere.

The point of the matter is that we can now update the 2012 earnings summary for the industry. The results of the North American producers and Exxon, Shell, BP and Total’s global earnings are $146 billion. In reviewing the details of each report it would seem that the performance of each company was down a bit from the prior year. And in each case the natural gas business was the cause of the decline in the performance. Therefore it is appropriate to conclude that if the People, Ideas & Objects Preliminary Specification were available to the industry the $67 billion in 2012 opportunity costs would be added to those earnings for a total of $213 billion.

It is our claim that we provide the most profitable means of oil and gas operations. This is through the use of an innovative business model that uses the Joint Operating Committee as the key organizational construct of the innovative and profitable oil and gas producer. By aligning the legal, financial, operational decision making, cultural, communication, innovation and strategic frameworks of the Joint Operating Committee with the compliance and governance frameworks of the hierarchy we provide a speed, innovativeness and accountability in the producer.

We also provide within our business model the ability for producers to shut-in marginal production. Through a variety of interfaces within the eleven module Preliminary Specification is the ability to agree within the Joint Operating Committee to curtail production. This is done without the traditional costs to the producer as the Preliminary Specification employs the decentralized production model as its means of production. That means that all production and overhead costs are suspended in addition to the production. Leaving only the costs of capital uncovered during times of shut-in production. Allowing the reserves to remain for the time when the prices rise and provide a return to the producer. Producing at a loss only adds additional costs that the reserves will have to cover in the future.

For the next few weeks we will be discussing the Knowledge & Learning module and when we have finished that we will return to a discussion of the profitability of the oil and gas producer and the Preliminary Specification. The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Moving on to the Knowledge & Learning Module

The title of the Preliminary Research Report (2004) was “Plurality Should Not Be Assumed Without Necessity." This being of course Occam’s Razor which in its simplest form means - the simplest explanation is most likely the correct one. Very appropriate when we are talking about using the Joint Operating Committee as the key organizational construct of the innovative and profitable oil and gas producer. However, I also noted in the Preliminary Research Report that Occam’s Razor was referenced as

Its not what you know that you do not know that hurts you. It's what you do not know, that you do not know that will. It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to bring about a new order of things. Knoop & Valor (1997).

Imagine we are now in the Joint Operating Committee with full operational decision rights with respect to the course of action to take. Thanks to the work that is done at the producer firms we know what we know from their work in the Research & Capabilities modules. That information and data is populated in the Knowledge area of the Knowledge & Learning module. Now the rubber hits the road sort of speak and the theory comes to practice.

The Knowledge & Learning module shares many similarities to the Research & Capabilities module, and in fact is populated with the information from that module as its base of information. Recall that the objective that we are working to achieve is to move the knowledge to where the decision rights are held. As I noted, the Research & Capabilities module should be organized based on geologic zones. This is so that the information that is pertinent to each zone can be separated into its own “packaging” within the Knowledge & Learning module. Additional ways in which data may be sorted in the Research & Capabilities module might include by geographical location. Where all the vendors who operate within a certain geographical location are referenced only in those regions in the Knowledge & Learning module.

With each Joint Operating Committee being concerned with one or a handful of geologic zones. The focus of the Joint Operating Committee can be limited to just those specific areas. What is particularly different about the Knowledge & Learning module, however, is that the information that is contained within the module is aggregated from multiple producers. Any of the producer participants who have information contained within their Research & Capabilities module will have that data and information for those geologic zones or other criteria populate the Knowledge & Learning module for that Joint Operating Committee.

With the potential to have multiple companies contributions from their Research & Capabilities module. It is important to have the information organized within the Knowledge & Learning modules in a manner that when multiple producers data is merged, use of the data is probable. Therefore the Joint Operating Committee has a menu of operational choices in which to choose in terms of opportunities for the property.

Throughout our discussion of the Research & Capabilities and Knowledge & Learning modules. We have been discussing the earth science and engineering research, developments, innovations and thinking of the oil and gas producer and the Joint Operating Committee. Many of you may be wondering what exactly does an ERP system have to do with these activities? Simply these activities are where the business of the oil and gas business are being conducted. It is imperative that the systems that manage the commercial aspects of the firm support the people and activities that occur in these areas. This discussion will hopefully convince you of this.

The final look and feel of these two modules will ultimately be the result of the user input and their involvement. The point that I am trying to make in this discussion is that these modules are where the business of the oil and gas business are happening. It should be within these modules that the engineer or geologist should never have to leave. If they find an interesting idea within the knowledge area of the Knowledge & Learning module they should have the opportunity to right click their mouse to have a list of options to prepare a Work Order, Prepare a Budget, or Resource a Project. The ultimate list of options would include the supporting activities of a user defined commercially focused ERP system.

Today there are significant financial resources available for innovation. The commodity price increases are an allocation of capital to fuel innovation. The reorganization of a producer to facilitate innovation is the purpose behind the research that People, Ideas & Objects conducted. That research was the basis of the Preliminary Specification of which the Research & Capabilities and Knowledge & Learning modules are part of. These modules are the two key points where innovation occurs. Within these modules there is a flow of ideas from the service and oil & gas industries through to the producer firm, and then that knowledge is sent to the Joint Operating Committee where it is applied and specific learning occurs.

The People, Ideas & Objects application modules are a critical part of how these ideas are aggregated, filtered and parsed. From having a free flowing, post your ideas on an industry wide publication, to generating funding for those ideas, to developing commercial products and services, to enhancing and developing internal capabilities, to focusing the right people on the right knowledge, and enabling them to learn from what is not known. This process is managed through the Research & Capabilities and Knowledge & Learning modules.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Documenting the Transformation Part V

When we look at the pace of the oil and gas producer. And the pace of the bureaucracy. We see a contrast and conflict that we know just can’t survive. How can the oil and gas producer maintain the pace of the marketplace while the internal pace of “things” remains so slow. In a changing, dynamic and innovative oil and gas industry we can only assume that “things” will be even more demanding in terms of the pace in the future. So how can we expect to keep up? I think that in addition to aligning the compliance and governance frameworks with the Joint Operating Committees legal, financial, operational decision making, cultural, communication, innovation and strategic frameworks. We need to also rely on a far greater level of market orientation. And that includes in the traditional administrative areas of the producer firm.

The Preliminary Specification has three marketplace modules, the Petroleum Lease, Resource and Financial Marketplace modules. There are also high levels of market orientation in the Research & Capabilities module. These provide the producer and Joint Operating Committee with the needed exposure to the marketplaces for their reliance on marketplaces to provide the producer with the ability to keep pace in the changing, dynamic and innovative oil and gas industry.

We really have two choices to deal with the situation of how we are going to deal with the activities within the oil and gas producer. One is through internal management and the other is through marketplaces. We can see that the internal management is unable to keep pace. Their bureaucratic ways just can’t keep pace. What was state of the art two years ago, seems like a century ago and is never used. Providing solutions for the problems that are occurring today are an impossibility. No one has the bandwidth to even address where the problems originated. Everyone is so busy “doing” that no one has the time to “think” about what is happening and “how” to deal with this situation. Its literally mayhem and all a person can do is jump in and try to get some aspect of the job done.

We should ask ourselves is this how an industry should operate? I think we need to look at this problem more globally and begin to think of how we divide the work and allocate it in terms of specialization. These are the tools that we should be using. Computers and software are also some of the tools that we should be using to coordinate this work so that it is done more efficiently. Markets are a means, or another tool, in which to have this done. The way that we are organized as an industry, not necessarily as a company, might be a more efficient way to organize ourselves. These are the things we need to begin to consider to think our way through the kind of problems that we are having with the business of the oil and gas business today. Using these advanced tools, instead of breaking down to the individual troubleshooting the solution on their own.

The Preliminary Specification has this higher level of application of these tools inherent in its eleven modules. This is how we provide the industry with the most profitable means of oil and gas operations. How we can prove that the opportunity costs between what is done today and the environment created by the Preliminary Specification is over $65 billion per year. We can’t see the forest for the trees. And on top of that the bureaucracy is fighting to keep their interests above those of all the other stakeholders. This is not a situation that can continue, but it will without the intervention by the investors of the oil and gas industry. It is they who have the most to lose and it is they who have the ability to do something about it. I am therefore calling on them to direct the producer firms to develop the Preliminary Specification and we can begin to resolve these problems.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Documenting the Transformation Part IV

Moving the industry forward from its sleepy bureaucratic ways will be difficult. One could argue that there is more than just the bureaucracy that is against the Preliminary Specification and People, Ideas & Objects. And by that of course they mean the people who make up the industry and what we usually refer to as the user community here. I couldn’t disagree more. Although there will be some of these people, who like the bureaucracy will resist the changes defined in the Preliminary Specification. Most will welcome the changes for a variety of reasons that I’ll detail here.

The first and probably the most obvious reason that the user community will welcome the changes is due to what is called cognitive dissonance. That is to say that when they see the new system defined in the Preliminary Specification and the logic of using the Joint Operating Committee is as compelling as it is. Then they have difficulty going back to using the systems that are in existence today knowing that there are better alternatives. That’s cognitive dissonance. Using the Joint Operating Committee as the key organizational construct is the legal, financial, operational decision making, cultural, communication, innovation and strategic framework of the industry. When we align the compliance and governance framework of the hierarchy with the seven frameworks of the Joint Operating Committee speed, innovation and accountability are the result. It is the natural way to operate in the oil and gas industry.

Another reason that user community accepts the changes in the Preliminary Specification is that it opens up significant opportunities for them in terms of how they do their work. We are rewriting the “what” and “how” of the work in the industry. This could involve them working for a service provider, or even providing them with the opportunity to establish the service provider for the industry. Focusing on a process that services the entire industry as opposed to the one producer they work for now would provide a variety, intensity and diversity in their work. Whether they are an accountant or an administrator they could deal more with the issues associated with the process, expand on the division of labor and specialization and work with People, Ideas & Objects to further enhance the systems.

One of the primary benefits of moving to the Preliminary Specification will be the division of labor between the people and the computers. Computers will be tasked with the mundane and boring tasks that are redundant for people to be involved in today. The people on the other hand will be involved in the higher level tasks. Tasks such as change management, ideas, innovation, issue identification and resolution, collaboration, decision making to name just a few of the obvious things they’ll be doing.

The risk or fear that there will be fewer jobs as a result of the systems use is a constant since the 1960’s. And if not for the systems we would be buried in paper, file cabinets and file clerks for as far as the eye could see. So that is a fear that hasn’t come to be. What does happen is that the productivity of the industry accelerates and uses fewer resources to do more things. And that’s called productivity. So what we should expect is that the resources we have would remain the same, and the productivity of the industry would accelerate without the need to bring on any additional staff.

So when it comes time for the people to make a decision to go with the Preliminary Specification or to stay with the old worn out bureaucracy. I think the decision will be academic and People, Ideas & Objects will win out almost every time.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Documenting the Transformation Part III

With the prolific nature of the shale gas reserves. And the behavior of the bureaucracies. Natural gas will be selling for $0.15 in 2017. What’s to stop the bureaucracy from continuing to produce everything they can even though it only produces losses? Even with the existence of the Preliminary Specification they will not, on their own, begin the development of these systems to rectify the situation. The point here is to show that the oil and gas business has changed. And the bureaucracy hasn’t. And has resisted the changes proposed in the Preliminary Specification. And are leaderless, faceless and mindlessly going about filling their own pockets and fulfilling their own interests at the expense of the health of the industry.

If we look at the future of the industry in terms of the next 20 to 30 years we see that the demand and supply are both escalating. With so many people joining the middle class the demand for energy will be significant. China is now the largest consumer and importer of oil. Natural gas reserves in North America are impressive thanks to shale, however, given time the demand for gas will be as impressive. It is this future that we need to consider and prepare for. And that begins by profitably managing our assets today. Why would a producer lose money on any oil and gas operation? It shouldn’t in my opinion, if the prices don’t meet the marginal costs then the property should be shut-in until it can be determined how it can be produced at a lower cost, or prices move higher. That’s the platform in which an innovative and profitable industry can approach the kind of future that we face here in oil and gas.

You here CEO’s complain that the focus of the investment community is on the current quarter’s performance and that’s it. The CEO feels that no one is concerned about the long term anymore. That is probably a CEO, like we mentioned yesterday, that will be losing his job overnight. You have to perform in the short term for that there's no escape. But that does not mean that anyone is giving up on the long term. It’s the CEO who should be the one who is setting the agenda for the long term as well as meeting the short term performance. And in order to do that today it must include the ability to deal with the organization and how it performs. And so much of what an organization's DNA is defined by is the systems that it uses. If it expects to be flexible and dynamic but its systems are static, its performance will be static. It must affect the DNA of the organization first, the systems, in order to affect the performance of the firm.

Making the change to the Preliminary Specification will provide the industry with a level of innovation and dynamism that is missing in the industry today. And that is only the beginning. What People, Ideas & Objects are providing is a software development capability to the industry for the future. A capability to affect change to the software to change the organization. So that when the industry needs changes to deal with the business over the next 20 to 30 years it can turn to People, Ideas & Objects, to have the software developed to meet those changes. This will be a critical capability for the industry to acquire in the process of developing the Preliminary Specification and beyond.

If ever there was to be an Information Technology revolution, this is the time and People, Ideas & Objects is the place. IT can dramatically affect the performance of the oil and gas industry both in the short and long term. But we need to deal with the bureaucracy and the old ways that things were done. This transition is not being handled well because people believe, as a result of the dotcom meltdown, that technology doesn’t have that significant a place in our lives. Well it has and it’s here in the way that the Preliminary Specification defines an innovative and dynamic business model for the future of the oil and gas industry.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Documenting the Transformation Part II

As we pointed out yesterday, there is a distinct conflict within the performance of the producer firm. The earth science and engineering professions are beginning to perform in an innovative manner and the bureaucracy are doing there thing, holding things back. This has led to the decline in natural gas prices from the discoveries from shale gas reserves and the bureaucracies inability to deal with the additional volumes of gas. As we noted in the Abstract of the Preliminary Specification the inability to deal with the changes from the cost control era to an innovative era would result in.

Changing the innovative behavior of one producer carries a scope of change that is as broad and as diverse as is contemplated in the business world. Change at this scale in many instances can not be managed within the organization but needs to be managed through the forces of creative destruction in the greater economy.

Change or the market will force change upon you. I think we are beginning to see the market deal with those producers that are unwilling to change. This past year many CEO’s and CFO’s were shown the door and not in the traditional courteous manner. Suddenly the announcement that the CEO had retired the day before has very rarely been heard. And the type of company that this applied to was not just the small oil and gas producer but it extended up to some of the very large independents. Particularly here in Canada. The boards are feeling the pressure of the shareholders to act to resolve the losses and do something about the natural gas side of the business.

Once again it has to be stated that the bureaucracy are fine. Although there were some announced layoffs in Talisman there doesn’t seem to be any follow through on the actual numbers of people. The bureaucracy know that they can’t be effectively dealt with unless the systems that are used in the oil and gas industry are changed first. They know this because I told them so. This was one of the breakthroughs in the Preliminary Research Report that in order to change the organization, you must first change the systems the organization used. My thinking was they would agree and begin the development of these systems based on the Joint Operating Committee. What the bureaucracy has done instead is used this thinking to seal their prospects even further. By ensuring they never change their systems they will never be challenged in their domain. Such is the responsible way in which to look at the future of the oil and gas business.

The shareholders are realizing the losses as a result of the bureaucracies inability to keep up with the changing dynamics of the business. Who cares? And who is going to do anything about it? And more importantly, how are they going to do anything about it? The bureaucracy are that powerful and that corrupt. As the shareholders see the value in their companies erode, the bureaucracy will still get paid and their pensions still get vested so in terms of the economic forces of creative destruction, they don’t currently exist. And if they do, the bureaucracy will just move on to another industry. Maybe mining, or finance, or retirement.

By that time the value that is held by the shareholders will be all but extinguished and there will be little left but the bits to cobble together. Not much fun from a productive oil and gas producer point of view. Or there is an alternative. For the shareholders to direct the bureaucracy to fund the Preliminary Specification and build the systems that are defined there. That way we can circumvent the bureaucracy and then fire the lot. They are redundant, have been for a long time and are an encumbrance to the business as reflected in the performance of the industry.

Either way the bureaucracy will be gone. Moved on after the bits are left, or fired after the systems defined in the Preliminary Specification are built. Its good to have choices and I’m pleased to be the one offering the choice to the shareholders of how the bureaucracies end is realized. The bureaucracy and I have been having a lot of fun these past few years and I have some particularly intense feelings for them. I vote we build these systems.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Documenting the Transformation

In the Abstract of the Preliminary Specification I noted that the oil and gas producer would have a difficult transformation.

Changing the innovative behavior of one producer carries a scope of change that is as broad and as diverse as is contemplated in the business world. Change at this scale in many instances can not be managed within the organization but needs to be managed through the forces of creative destruction in the greater economy. A time of dynamic change driven by the organizational changes focused around the innovative Joint Operating Committee. How can a firm that has been developed in an era of cost control transform themselves into an innovative, dynamic, earth science and engineering capability focused producer? In many cases the will to do so might exist, however, with the speed and unforgiving nature of the business cycle, not much time will be provided to those that attempt the transformation. We see in this world the capital markets reflecting many interesting phenomenon since 2008. To suggest any trend or definitive result from these would be premature. Its just a different world in terms of being an oil and gas CEO or CFO than it was before 2008.

In the next few days I want to explore the difficulties and implication of this transformation. And where we stand in terms of this transformations transition. Why this topic is of importance to People, Ideas & Objects is due to the fact that the Preliminary Specification is designed for the innovative oil and gas producer. It does not resonate with the bureaucracy or the producer focused on cost control.

Focusing on the North American marketplace. We see a number of producers who have been successful in exploiting the shale technologies. In the natural gas business a collapse of the commodity price has lead to a severe crisis in the business. The inability to deal with the over production, a left over from the bureaucracy, is damaging the entire oil and gas sector. What an innovative oil and gas industry should do is to shut-in any gas that is producing below its marginal costs. And that should include conventional and unconventional resources.

I think it is reasonable to assert that the transition to an innovative firm has begun in the earth science and engineering aspects of the industry. However, within the remainder of the firm, the administrative areas, the bureaucracy reigns supreme. The transition in the earth science and engineering areas are the easiest and most natural areas of the industry in terms of its transition to an innovative posture. The scientific basis of those professions are always moving and these are the basis of the innovations that make up the industry. As time has passed we are seeing innovations moving the science and vice versa at a far greater pace than what has been the traditional norm in the industry. This is to be expected as time passes. This pace of change will only increase.

What we have in the Preliminary Specification is a number of modules designed to support and align the earth science and engineering disciplines with the Joint Operating Committee. These modules are also designed to support the innovative producer. It should therefore be expected that the speed at which a producer could move would accelerate as a result of the use of the modules such as the Resource Marketplace, Research & Capabilities and Knowledge & Learning. But what they also do is capture the major processes of innovation within the producer firm and Joint Operating Committee to ensure that they can be managed in more efficient and effective ways.

What we are seeing in the marketplace today is the separation of the earth science and engineering capabilities of the industry away from the capabilities of the bureaucracy. The speed and capabilities of the geologists and engineers is greater than what the accountants, business managers and administrators can handle. They are tied to systems, like SAP, that don’t understand the business of the oil and gas business, and are incapable of dealing with the situation we have today. And as a result the organization is set in concrete, whereas the earth science and engineering professions continue to accelerate.

These slow plodding bureaucracies are unable to deal with the pace and dynamism of today’s oil and gas scientist. What is going to happen when they are faced with tomorrow’s challenges. I think we need to think about these types of issues and that is why I developed the Preliminary Specification. So that producers can change and the administrative and business aspects of the producers can make the transition to a fully innovative producer.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

The Spirit of Compromise

The spirit of compromise is alive and well in the Preliminary Specification. The next step in its development is to include the user community. This will involve the investors, the producers, the users and the service industry to have input in how and what they need from the software. Many compromises will be the result. Its not that People, Ideas & Objects are unwilling to compromise. Its that we haven’t arrived at the point in time that we are able to. And when we arrive there we are completely open to the user community for their needs. For it is at that point that People, Ideas & Objects become a software developer and have no opinion or input into the user community whatsoever. My understanding and input into the process is complete and is reflected in the Preliminary Specification as it stands today. I have nothing more to provide. It is the result of my 35 years of oil and gas experience and the nine years of research that went into our product.

However, there are certainly some areas that we will be unable to compromise on. The movement from the “high throughput production” model to the “decentralized production” model provides no opportunity for compromise. This requires the ability to have the oil and gas producer stripped down to the C class executives, the earth science and engineering resources, some legal and support staff. With the remainder of the traditional oil and gas producer personnel being organized in service providers who provide their services across the industry. There they can provide their services with the tools of specialization and division of labor against the scope and scale of the industry wide processes, with the efficiency and effectiveness never before seen. Charging the specific Joint Operating Committee for the costs of the services directly as opposed to the overhead accounts of the oil and gas producer.

But who could be against such a change, and the dramatic implications of moving to the decentralized production model. When all the overhead and production costs are charged directly to the Joint Operating Committee. And when the commodity prices put the property in a situation where they are not covering the marginal costs of the operation. Shutting in the property also stops the charges for these overhead and production charges. Leaving only the costs of capital uncovered. Saving the reserves for a time when they can be produced profitably. Then an innovative oil and gas producer can go about the task of figuring out how to reduce the marginal costs of production and return the property to production profitably.

This approach is one of the fundamentally different ways in which the Preliminary Specification works. There are many other different aspects to the specification and some may be more open to compromise then the decentralized production model. There is a different way of operating in the 21st century. The higher commodity prices are reallocating the financial resources towards innovation. Producing below the marginal costs will become unacceptable. And the producer firm needs to be light and nimble. Compromise on these points is limited, but there are many other aspects of the Preliminary Specification that investors, producers, users and the service industry can find compromise. That is if they participate.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

The Fight Continues

With everything that is contained within the Preliminary Specification. With its business model that provides the oil and gas producer with the most profitable means of oil and gas operations. And the industry having such difficulty, particularly in the natural gas pricing area. One would think that People, Ideas & Objects would have the management of the oil and gas producers throwing money at this project to get it built. That I can assure you is not the case and the reason for our appeal to the investors in the oil and gas industry. The bureaucracy will have nothing to do with People, Ideas & Objects. That has been the case since we published the Preliminary Research Report (2004) and is certainly the case today. One would assume that I would get the message and just disappear.

But is my persistence in vain or should there be a change in the manner that the oil and gas industry operates. We are in the middle of annual report season and have a running total on the industries profitability. Is this performance acceptable, or are there better ways in which to make the industry profitable. The Preliminary Specification has detailed a solution that provides the most profitable means of oil and gas operations. And the differences are dramatic. We have calculated the opportunity costs in the region of $65 billion per year. Again this is not money that would be provided to support the bureaucracy. Their salaries and pensions are paid well before then.

People, Ideas & Objects have tried to appeal to the investor group as a whole. With the opportunity costs that are available to the industry the investors see it as a given that the bureaucracy would proceed with something so obvious. After all who wouldn’t pursue something that promised to generate so much value. What they fail to appreciate is the entrenched ways of the bureaucracy and the fact that they are not motivated by what is right. The bureaucracy needs to be directed to fund People, Ideas & Objects Preliminary Specification and then be physically removed from the field of play. And that is the investor's responsibility.

There is a storied history between the bureaucracy and People, Ideas & Objects. The force and effort taken by them to ensure that the Preliminary Specification does not see the light of day has been impressive. Other than the fact that I am still here, they have tried every trick in the book. And sometimes they tried twice. It is not just that they do not want to be challenged in their franchise, they also do not want to work at change, but most importantly they do not want someone outside of the industry to own the copyright to such ideas.

Quantification of the opportunity costs helps me to take this game to another level and clarify the purpose of the Preliminary Specification. This also makes the activities of the bureaucracy look bad. If you look back in the archive of this blog it goes back to 2005. All in discussion of using the Joint Operating Committee as the key organizational construct of the innovative and profitable oil and gas producer. It is a long and comprehensive fight that the bureaucracy has put up. Not one dollar has been forwarded in support of this project. This fact points to two possibilities. Either I am crazy or I am right. With the opportunity costs and the industry profitability in question, the answer to this question is coming into focus. At least I think so.

The fight will continue, for that there is no doubt. And now that it is quantified I expect that the bureaucracy will up its game and put up an even stronger offence. Its time for the investors to look at this argument and make a decision as to whether it something that they support. And therefore should direct the management to fund People, Ideas & Objects, or should learn to accept the losses as part of their business.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.