| dc.description.abstract | Researchers and consultants have developed many different digital maturity assessment models to help guide organizations through digital transformation. However, because existing digital maturity models emphasize customer-centric activities, like marketing, in their assessments, they appear unsuitable for exploration and production (E&P) companies within the oil and gas industry. Due to the nature of the oil and gas trade, E&P companies do not rely on such customer-centric activities to sell their goods. Using the existing models to determine their digital maturity can thus result in inaccurate assessments.
Therefore, the purpose of this thesis was to investigate the extent to which an adapted digital maturity model can be used to effectively assess the digital maturity of E&P companies. To investigate this, an adapted model was developed based on three existing digital maturity models: Westerman et al. (2012, 2014)’s digital mastery model, Forrester’s Digital Maturity Model 5.0 (VanBoskirk et al., 2017), and Kræmmergaard (2021/2023)’s staircase model. This adapted model was then tested using a case study approach, in which Neptune Energy’s Supply Chain Management and Logistics (SCML) department in Norway was the subject of analysis.
The case study’s findings revealed that the adapted model accurately assessed the SCML department’s level of digital maturity, classifying the department as having a Beginner-level of maturity. It also offered valuable insights into which areas the department should focus on to enhance its digital maturity. These findings suggest that an adapted model could be appropriate for E&P companies, although additional adaptations to the model might be appropriate. However, more extensive testing is required to properly evaluate the adapted model’s effectiveness. Moreover, the model’s structural limitations, including the exclusion of leadership-related questions, must also be addressed in future tests. | |