Digital Transformation Strategy as a Tool for Implementing the Business Strategy of a Company in the Oil and Gas Sector of Modern Russia
https://doi.org/10.22394/1726-1139-2021-6-40-53
Abstract
The article provides a classification of the factors of increased risk of functioning of the up-stream business segment of the oil and gas industry (natural, predictive, behavioral). The results of the analysis of the implementation of innovative development programs by the leading Russian oil and gas companies in the upstream business segment are presented and the programs of their digital transformation are analyzed. The experience of developing a strategy for the digital transformation of a Russian vertically integrated oil company (using the example of Gazprom Neft) is considered. Key problems of digitalization of the industry are formulated and promising directions for their solution are proposed.
About the Author
E. A. Kuklina
Russian Presidential Academy of National Economy and Public Administration (North-West Institute of Management of RANEPA)
Russian Federation
Russian Federation
Evgenia A. Kuklina - Professor of the chair of Business Informatics of North-West Institute of Management of RANEPA, Doctor of Science (Economy), Associate Professor.
Saint-Petersburg
References
1. Kuklina E. A. Risks of investment in the subsoil management system // UGATU Bulletin. Special issue “Economic Security: Concept, Standards”. Ufa: UGATU, 2013. P. 47–50. (In rus).
2. Kuklina E. A. Innovative activity of Russian oil and gas enterprises in the new challenges of the energy market // Economics of the new world [Ekonomika novogo mira]. 2018. N 3 (Iss. 11). P. 5–20. (In rus).
3. Kuklina E. A . Innovative development of oil and gas enterprises based on the implementation of the value added maximization model // Administrative consulting [Upravlencheskoe konsul’tirovanie]. 2018. N 4. P. 39–52. (In rus).
4. Kuklina E. A . Innovation activities of Russian oil and gas enterprises as a key factor in the implementation of the Arctic development program // Mining journal [Gornyi zhurnal]. 2020. N 5. P. 20–24. (In rus).
5. Kuklina E. A ., Sokolova Yu. D . On the issue of implementing the digital transformation of the upstream segment (using the example of PJSC Gazprom Neft) [Electronic Resource]. URL: https://dspace.spbu.ru/handle/11701/22820
6. Lopatnikov A. Zero carbon footprint: risks and opportunities for the oil and gas industry // Oil and gas vertical [Neftegazovaya vertikal’]. 2020. N 19. P. 69–80. (In rus).
7. Forecast of main indicators of socio-economic development of the Russian Federation for 2020–2023 / A. Vedev, S. Drobyshevsky, A. Kaukin, A. Knobel, E. Miller, P. Trunin, K. Tuzov, D. Zaitsev, A. Kosyanenko, I. Orekhina, E. Zhevnov, N. Galitskaya, T. Arkhipova. Accounts Chamber of the Russian Federation, Gaidar Institute for Economic Policy. M., 2020. 33 p. (In rus).
8. Programs of innovative development of companies with state participation: intermediate results and priorities / M. A. Gershman, T. S. Zinina, M. A. Romanov and others; scientific. ed. L. M. Goh-berg, A. N. Klepach, P. B. Rudnik, etc.; National Research University “Higher School of Econ omics.” M.: HSE, 2015. 128 p. (In rus).
9. Shutko S. Y u., Kozhevnikova S. D ., Shutko D. S . Risks and uncertainties Upstream // Territory “NEFEGAZ” [Territoriya «NEFTEGAZ»]. 2017. N 1-2. P. 65–71. (In rus).
10. Reger G. Strategic management of technology in a global perspective: diff erences between European, Japanese and US companies // Management of Engineering and Technology. 2001. Vol. 2. P. 797–809.
Review
For citations:
Kuklina E.A. Digital Transformation Strategy as a Tool for Implementing the Business Strategy of a Company in the Oil and Gas Sector of Modern Russia. Administrative Consulting. 2021;(6):40-53. (In Russ.) https://doi.org/10.22394/1726-1139-2021-6-40-53
Views:
658
Email this article 