One of the frequently overlooked risks of implementing a fully integrated digital energy operation is the impact of change on the organization. A recent project in SouthEast Asia focused on the retrofit required for full real-time instrumentation of a 35-year old offshore brownfield operation. Analysis of the change trajectories of both the operator and their technology partners, and application of a field-tested six-step change management methodology, focused on the dimensions of change critical to a large shift in business process. Specific metrics were designed and collected to determine the readiness of the organization for integrated digital change, and
communication and training deliverables were created to help increase the success of the integrated operations project.