Simpler Oil & Gas IT Requires a Unified Approach

With years of oil and gas experience and a solid relationship with Microsoft’s energy industry team, we were in a unique position to launch the Microsoft Upstream Reference Architecture (MURA) Initiative in 2010.  The Story More complex reservoirs can create data management headaches in today’s oil and gas environment. An overabundance of upstream data, outdated, poorly integrated IT infrastructures, and fragmented workflows and bottlenecks make it difficult for upstream experts to execute their strategies. As a result, there is a focus on convergence and simplification of upstream industry solutions. Microsoft addressed this shift by leading an IT initiative with 30 of its oil and gas industry partners and four customers called the MURA Initiative. How We Told the Story We served a pivotal role in supporting communications within the initiative and to the upstream oil and gas industry. Our...

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Social Media Goes Mainstream in Oil & Gas

We raised awareness about the business benefits of enterprise social media use in the oil and gas industry through industry surveys, media and analyst briefings and alignment with a Microsoft customer event. The success of the PR campaign was recognized by AMA and IABC. The Story Collaboration has always been vital to oilfield operations, but due to industry complexities, oil and gas professionals require collaboration more than ever. Information technology (IT) is available in the form of enterprise social media and collaborative tools from Microsoft and its partners that can address these trends and facilitate more effective collaboration, knowledge sharing and heightened productivity. In 2008, a select few oil and gas companies were starting to use social media to facilitate collaboration globally. How We Told the Story We teamed with Microsoft’s Oil & Gas Industry group and its industry...

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Teaming Up: How Strategic Alliances Are Changing the Face of Oil IT

By Robyn Brown, Account Executive Organizations that participate in strategic alliances can find real value when combining their skills and strengths with those of others. When the alliance is mutually beneficial, each company comes to the table with its piece of the puzzle. By working together on a common goal, alliance members share knowledge and build consensus that lead to impact at a level greater than just one organization’s efforts. In particular, groups that work collaboratively can gain more resources and recognition when facing competition for limited resources. They can also speed the pace of development of new products and services. Most collaboration requires leadership – a puzzle solver to bring the puzzle pieces together in the right way. I want to point out one such collaboration that our client Microsoft in Oil & Gas is leading along with...

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