Speaker 1 (00:01)
Good morning. Victor Viji, I want to do an interview with you regarding my thesis about the digital
transformation on oil and gas. So we'll start with the first question. What has been your role during the
implementation process of AI?
Speaker 2 (00:18)
Okay. Thank you. Iman, during my implementation of AI, during the last years I've been from engineer
design, creating new workflows, all the ways to supervising the work for other people. And I've been
having a lot of fun and experiences without any hesitation. I have tried always to take the latest
technology and try to implement it. So I will say that I have been a practitioner and also somebody who
wants to create a change in the organization.
Speaker 1 (01:09)
Okay. Thank you. What has been the strategies you faced during and since the implementation of AI into
a way oil and gas protection environment?
Speaker 2 (01:25)
Okay, so the challenges have always been related to at the beginning, how to sell the project, how to
create the business case, how to create the need for this new idea. So I think the first challenge is to
identify the right problem so that it can have the right value creation so that you can sell to somebody
else. Then during project execution, the challenges are how to find the resources and people and
resources. I refer to the hardware and software to implement in every organization and then finding the
resources, the people and how to help. Other challenges are related that once you have finished the
project, once you have your project put online, you always have the challenge to start using the product.
So how to start taking into consideration that the people will need to be adapted to the new workflow?
There are challenges in summary, at the beginning, during the project and also after the project has been
enrolled out.
Speaker 1 (02:46)
So the challenge is about people selling the project and starting from the creation of the business model,
from the digital transformation.
Speaker 2 (02:56)
Exactly.
Speaker 1 (02:58)
Okay, thank you. What could be changed or modified in the future when implementing AI?
Speaker 2 (03:05)
Okay, if I could change something, for example, it will be that users are involved at all times during the
project, especially during the design and implementation, because it's part of the idea that the user is part
of the new development and then it creates less resistance during implementation and rollout.
Speaker 1 (03:40)
So import the end user project since.
Speaker 2 (03:44)
The beginning involving the user? Yes. That is the most important thing.
Speaker 1 (03:52)
What could be done to improve the implementation process?
Speaker 2 (03:56)
Okay, so what can be done to improve the implementation process? I will say that keep people in the
organization, like management, the people from it, the people from procurement, human resources, they
all need to have like a minimum level of knowledge about the AI and digital transformation. So if they
know what is the application of certain areas, then you will have better acceptance during roll out. The
other thing is that AI will create certain results that require interpretation and then if you have a minimum
knowledge around AI, then the people will have better way to defend the results.
Speaker 1 (04:55)
Okay. Thank you. How implementation of AI strategy enables sustainable value creation and sustainable
organization performance.
Speaker 2 (05:06)
Okay. I think the most important thing about AI and how does it create and enable value creation is that
with AI we can create more cases in less amount of time. So it gives the organization more visibility of
what could happen if something is adopted versus another thing like for example in the case of ICM, you
can see many scenarios around the production capabilities of all the Wells and different scenarios. If you
do IWS or I Dove, you can see more cases of production optimization under certain conditions. So I will
say that AI gives the human the ability to learn or give some level of awareness before things happen. So
it gives you better tools to make decisions.
Speaker 1 (06:09)
So it will be for the decision making and produce more with less cost.
Speaker 2 (06:14)
Exactly.
Speaker 1 (06:16)
Okay. What are the external factors influence just as a government regression boardrooms commitment
to the sustainable development goals and implementation of AI strategy.
Speaker 2 (06:33)
Okay. Yeah, definitely. When leadership give us the vision that AI is the way to solve things like
happening in the UAE. I think this will be a very good, let's say enabler lever as an external factor to the
organization because people is doing this because of the top management. Top leadership in the country
are suggesting that this is a good way to go. So having this support and also having the projects coming
from bottoms up, it creates a good environment for the organization to create and add more and more
projects to the organization. Another external factor would be to have, let's say good procedures from the
technical and the It point of view. I would say that in many cases because It organization is learning how
these new projects are being developed somehow has been delayed or creating a delay an additional
challenge for project to be implemented. So in general, in summarizing good governance, so basically
leadership and bottoms up project development. So projects that are requested by the user and
developed by the user in mind with upper management support, it creates a good environment. It's a
good area for developing new projects.
Speaker 1 (08:22)
Okay. Thank you. How is the value created through the implementation of AI?