We live in a world that is facing a host of disruptions led by social, economic, medical, environmental, and geopolitical risks which highly influence the diversification of alternate sources of energy and technology integration across the value chain. The continuous ever-changing landscape of energy and technology developments in all regulated industries, organizations are faced with making difficult and costly options in a vacuum.
Digital transformation is undoubtedly one of the most important topics in the 21st century. It is defined as the use of digital technologies to improve business processes, culture, and client experiences.
For energy and environmental organizations, it means a new way to convert physical findings from the field, into digital, actionable insights, to maximize operational efficiency, team collaboration, and cost savings. To many, it may seem like a matter of adding more apps and software into their already bloated technology stack - but is it really the case?
Ironically, organizations often suffer not because of the lack of apps, but of having too many uncoordinated "silo" systems and databases.
Influencing the related integration of emerging industrial and digital technologies. The post-Covid-19 and inflationary environment path forward is very different prior to shutting down and we must now emerge with a creative approach as the future may remain unpredictable. The main goal of business over the next few years will be survival and implementing the flexibility to adapt to continuous change.
Energy, Agriculture, Mining, Oil and Gas, HHS, logistics, and other industries all create and share data and resources across the supply chain from feedstock to the consumer. To enable and support the constant and changing demands and the diversification of flexible operations we must integrate emerging industrial, digital, mobile, and legacy information technology with the social, political, economic, environmental, and medical environment. To survive and prosper we also must change from the old and traditional ways of thinking.
Flexibility is critical for survival in constantly changing economies, and it is crucial to understand trends, business models, and enabling technologies that are interlinked and connected to the past and present social economic, environmental, and cultural drivers.
Who Can Attend?
This course is designed primarily for Regulated industries decision-makers: Manufacturing, Energy, Oil and Gas, Agriculture, Mining, Transportation, Logistics, HHS, and Government.
Participants that will benefit from this course include anyone accountable for making quality key decisions:
Executives, Directors, Senior Managers, and those responsible for distributed teams, supply, service delivery, and projects across regions.
Benefits of Attending
This course allows participants to plan, action, and implement diversification efforts with future-state strategies and will be able to describe their “new role” with changing and emerging business models that impact diversification efforts. You will also be able to describe potential business process opportunities and enable operational developments with integrated and emerging industrial, digital and mobile technologies.
Upon successful completion of this course, you will be able to align your organization's needs and business processes for diversification and compliance.
Understand the role of Quality Data at Source (QDaS) and how the integrating relevant technologies (current, legacy, and emerging) will enable and support diversification and compliance.
• Describe diversification and transition supply chain issues your organization creates.
• Describe the current social, economic, environmental, political, and cultural impacts of your supply chain and its impact on your clients.
• Describe the data sources and their value from across the value chain, to be used by your internal digital and AI-enabled eco-system, asset management tools and the value of the data to support your client’s expectations.
• Define requirements to support decision quality across all business functions in near real-time.
• Describe the Operational Blueprint of your organization to support and enable diversification in energy and workforce management.
• Describe the role and accountabilities of corporate actors, players, and active participants.
• Analyze the availability and use of a skilled workforce to enable relevant diversification initiatives, change, and transitions within current business cycles.
• Identify opportunities to optimize resources across business functions and supply chains.
• Align business needs and processes with relevant partners and technologies across the value chain.
• Describe the barriers, supporters, and enablers to business growth in a continuously changing environment.
• Describe factors that influence decision quality across your value chain
• Identify data from supply chain sources for compliance and risk mitigation
Key topics - Operational Business Issues
Organizations’ inability to react to market demands and changes in near real-time – enables flexibility, and adaptability.
9:00 – 10:30 Session one
• Identify and prioritize diversification opportunities
• Estimating the cost of diversification and impact on stakeholders, clients, and suppliers
• Integration and access to un-bias consistent industrial, digital and mobile, quality data
• Removing artificial barriers to diversification - IT and Project Management Love-in the relationship is business restrictive and becoming costly
10:30 – 11:00 Networking Break
11:00 – 12:30 Session Two
• Enabling a changing workforce and suppliers with automation
• Unreliable professional services, the impact of diversification on the operation infrastructure, resources, and assets.
• Extracting the relevant data from the vast gumbo data silos across the value chain to adequately support the desired stakeholder experience
12:30 – 13:30 Lunch
13:30 – 15:00 Session Three
• Integrating and tracking compliance and sustainability reports to meet the different existing Federal, State, and Provincial standards and regulations
• Understanding the ongoing process - Compliance requirements changing drastically and no consistency in what is required
• Reporting lack of standard consistency for average readers to follow, People/data = stakeholder experience – C level wants these working right at all times
• People and experience integration with tech. Data and staff experience / tacit knowledge influencing your partners, suppliers, stakeholders, and Clients
• Summary - how to leverage all of the above to enable Supply chain optimization, Scope 1,2,3, Decarbonization and ESG reporting
15:00 End of Workshop