This paper describes the experience of Eni, from the awareness of its weakness against external actors (mainly service companies) to the definition of a structured approach to partnership, i.e., Open Innovation (OI), to overcome such weakness. Implementing OI is complex, and the Majors’ position is not easy to change. In particular, the strong appeal to outsourcing geophysics, drilling, onshore and offshore operations and well activities by Eni Exploration and Production (E&P) division led to a technological trajectory that proved to be diffi cult to correct in the short term. Indeed, E&P innovation is in the hands of services companies, thereby compromising Eni’s ability to innovate.
From outsourcing to Open Innovation: a case study in the oil industry
PELLEGRINI, LUISA;
2012-01-01
Abstract
This paper describes the experience of Eni, from the awareness of its weakness against external actors (mainly service companies) to the definition of a structured approach to partnership, i.e., Open Innovation (OI), to overcome such weakness. Implementing OI is complex, and the Majors’ position is not easy to change. In particular, the strong appeal to outsourcing geophysics, drilling, onshore and offshore operations and well activities by Eni Exploration and Production (E&P) division led to a technological trajectory that proved to be diffi cult to correct in the short term. Indeed, E&P innovation is in the hands of services companies, thereby compromising Eni’s ability to innovate.File | Dimensione | Formato | |
---|---|---|---|
61/78653134881225220047069249945500693852
solo utenti autorizzati
Tipologia:
Versione finale editoriale
Licenza:
NON PUBBLICO - Accesso privato/ristretto
Dimensione
444.15 kB
Formato
Unknown
|
444.15 kB | Unknown | Visualizza/Apri Richiedi una copia |
I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.