Many reviews of unsuccessful digital transformation projects point to the lack of the proper organizational culture for the adoption of digital oilfield solutions. What is the right organizational culture for a data-driven enterprise? What is the role of executives vs. bench-level engineers? What is the importance of standardization vs. local customization? How can an effective change-management program help lower the barriers to adoption? This 30-minute interview with Helen Gilman, vice president at Wipro, an oil and gas consulting firm, addresses these questions and provides insight into why many digital-transformation projects fail.
Helen Gilman began her career with Sema Group in the UK, working in the public sector and utilities industry on information technology and business consulting projects. In 2000, she moved to SAIC and the oil and gas industry. SAIC’s oil and gas practice was acquired by Wipro in 2011.
Since 2002, Gilman has been focused on the digital-oilfield (DOF) arena and has worked on DOF projects for operating companies across the world during the past 18 years. She has broad experience developing and implementing DOF strategies and solutions, including in integrated operation centers. Gilman has worked with global supermajors, national oil companies, independent oil and gas companies, and small unconventional producers, helping them identify ways new and emerging digital technologies can deliver value to their business and tackling the associated challenges of change management, organizational and cultural change, solution sustainability, and leadership.
Gilman has served on committees for SPE workshops and conferences across the world on intelligent energy, digital oil fields, and integrated operations and has published and presented several papers on various aspects of DOF strategy and implementation.
She holds a BS degree in biophysics from Leeds University and a PhD degree in biophysics from Manchester University.
