关键词: 能源转型, 技术创新, 石油公司, 油服公司, 科研管理体系

Abstract: Under the background of global energy transformation, international oil companies actively optimize assets portfolio, adjust business structure, enhance the study of “super basin” and take part in the “short-period” projects. Meanwhile, they also reduce investment in research and development, concentrate technological innovation on cost-effective application technology and advantageous technology and accelerate technological transformation and utilization. Guided by a more liberalized innovative mindset, they apparently increase new energy, low-carbon industrial collaborations and risk investment activities. With the arrival of digitalized transformation upsurge, oil companies make an active response to the challenge for interconnection between data and information and highlight application of the methods for technological innovation management tools. Oil companies adjust their operational models and develop technological research management systems towards concentration and integration of technological research, support and extension. This paper introduces Halliburton’s digitialized transformation and cooperation and Chevron’s experiences in establishing the concentrated model for technological innovation and centralized organization. It proposes that Chinese oil enterprises should more clearly position their technological innovation strategy, create the ecological system for technological innovation, focus the efforts on optimization of technological portfolio and acceleration of industrialized application, and make preparations for sharing knowledge and data.