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.

摘要： 在全球能源转型的大背景下，国际石油公司主动优化资产组合、调整业务结构，加强“超级 盆地”的研究和参与“短周期”项目；减少研发投入，技术创新向降本增效的实用技术和优势技术转移， 并加快技术转化应用的步伐；实施更加开放的创新思维，新能源、低碳化的产业联盟、风险投资活动显著 增加。数字化转型浪潮已经来临，石油公司积极应对数据与信息的互联互通挑战，重视技术创新管理工具 方法的应用；石油公司调整运营模式，科研管理体系向集中化和技术研发、支持、推广一体化方向发展。 研究介绍了哈里伯顿公司数字化转型和开放合作、雪佛龙公司技术创新组织集中模式的建立与经验。建议 我国石油企业要进一步明确技术创新战略定位，打造技术创新生态系统，着力优化技术组合和加快产业化 应用，做好知识与数据共享。

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