The debate about whether dig­i­tal inno­va­tions are mate­r­i­al to the ener­gy indus­try is now well and tru­ly over. Cap­i­tal mar­kets increas­ing­ly demand mean­ing­ful action on ener­gy tran­si­tion, and the pan­dem­ic has forced the oil and gas indus­try to invent new ways of work­ing with light­en­ing speed. A small set of key tech­nolo­gies, such as the inter­net of things, machine learn­ing, and cloud com­put­ing, are find­ing crit­i­cal favor, and as they evolve, old ideas about the indus­try and habit­u­al ways to car­ry out busi­ness are falling away. New busi­ness mod­els are emerg­ing with unan­tic­i­pat­ed consequences.

But the biggest change of all is actu­al­ly all about peo­ple, and how best to help the work­force embrace trans­formed work prac­tices at pan­dem­ic speed. Lead­ers in the indus­try are accel­er­at­ing their abil­i­ty to imple­ment new dig­i­tal capa­bil­i­ties and ful­ly cap­ture their impacts. This engag­ing pre­sen­ta­tion sum­ma­rizes the key mes­sages from the new book of the same title, ​‘Car­bon, Cap­i­tal, and the Cloud: A Play­book for Dig­i­tal Oil and Gas’. It is based on the expe­ri­ences of nine case study com­pa­nies drawn from all dimen­sions of the indus­try and from across the globe.