Beyond technology – working differently

Digital transformation is a broad concept. Its success can be measured based on its predefined goals, which are understood differently by different organizations. Some organizations want to automate internal processes and workflows to improve efficiency and reduce costs. Others want to establish digital channels to reach their customers, while still others aim to give their workforce expertise and skills for working safely and efficiently. If we consider digital transformation as a measure for making our organization fit for the future, the indicators include:

  • Developing leadership with a digital mindset: During a transformation, change occurs on every level. One of the indicators of a successful digital transformation is having the leaders with the right digital mindset and a clear vision and strategy, who are committed to the transformation.
  • Adjusting the roles and responsibilities of the workforce in line with digital capabilities: One of the indicators of a successful digital transformation is an empowered workforce that embraces change and innovation and can adapt to new ways of working.
  • Empowering the workforce to handle day-to-day change and innovation: One of the major outcomes of a digital transformation should be developing skills and talents across the organization. The workforce must not only acquire digital skills and adapt to new ways of working, but employee roles and responsibilities must also be transformed as a result of digital transformation.
  • Establishing digital as the new norm in the organization: Digital should be established as the new norm in the organization including digital tools, processes, and communication channels as well as technology in operations and data-driven decision-making. Digital tools are needed for new working methods and are an important way to spread information and data across the organization and make it accessible for everyone.

Empowering the workforce: creating a culture and environment receptive to innovation and change

In a digital world, now more than ever, our employees are at the heart of our business. Many things will be easier, but also new and different. This is why we want to nurture an innovation-friendly corporate culture, build skills in digital technologies and new ways of working, and foster collaboration. With this in mind, we set up #ACT, a portfolio of initiatives based on people, culture, and the organization:

  • Adapting our culture and our ways of working
  • Building digital capabilities
  • Fostering open innovation

Adapting our culture and our ways of working

Building on our Foundation, we looked at what behaviors and ways of working we need to absorb in our culture to enable us to deal better and faster with the many changes in the digital world as well as in the environment, in mobility, and in society. We realized that we needed to leave behind some fears, silo thinking, and strong hierarchies to be able to respond to the changes in our environment. We are committed to developing an empowered, collaborative learning culture that enables each employee to help shape our energy future.

Building digital capabilities with the Digital Academy

We set up a portfolio of initiatives to nurture an innovation-friendly corporate culture, build skills in digital technologies and new ways of working, and foster collaborations.

Digital Academy

Digital Academy skills map (route map)

The Digital Academy enables OMV staff to develop skills through learning and helps them embrace new ways of working and new technologies. It offers training courses to help OMV employees take part in lifelong learning and build strengths in capabilities needed to deliver OMV’s Digital Journey.

The Digital Academy is accessed through our Learning Management System. It contains over 250 validated courses, the majority of which are online and available globally to every employee at every level. The Academy helps find relevant trainings by identifying various topic areas depending on the employee’s core role and knowledge needs at OMV. The content was developed by a cross-functional team from Upstream, Downstream, and Corporate. In the first two weeks of operation, OMV colleagues around the globe watched 7,400 learning videos.