Chevron has a vision to transform upstream workflow processes through implementation of innovative solutions that encompass changes in process, organization, and enabling technologies. This effort is creating a sustainable intelligent energy organization. This paper highlights Chevron’s experiences throughout this ongoing transformation. Chevron has a wide range of assets in numerous diverse operating systems with many drivers that must successfully address variables such as: current state (process, organization, and technology), asset type and maturity, work force, and return on investment. There are four key areas that must work in unison for transformation to become sustainable: Strategic Management Framework: A compelling future vision, aligning guiding principles, strategies, and tactics with the vision to implement and sustain transformation of upstream workflows. Governance Framework: Integrating a diverse set of interdependent governance systems involving corporate, business units, and external entities. Solution Lifecycle Management (SLM): A framework to address key considerations, such as managing transformation roadmaps, developing workflow and technology solutions, capturing the value of solutions, and offering integrated support to ensure sustainability. Organizational Capability: Organizational capability framework focused on building key competencies (e.g., multidisciplinary virtual teams) and ensuring new competencies are addressed. With the plethora of drivers and conditions highlighted above, sustaining upstream transformation requires a well orchestrated management framework. The body of work created by Chevron Upstream lays the foundation for a sustainable intelligent energy organization and paves the way to a transformed future.

Chevron has a vision to transform upstream workflow processes through implementation of innovative solutions that encompass changes in process, organization, and enabling technologies. This effort is creating a sustainable intelligent energy organization. This paper highlights Chevron's experiences throughout this ongoing transformation. Chevron has a wide range of assets in numerous diverse operating systems with many drivers that must successfully address variables such as: current state (process, organization, and technology), asset type and maturity, work force, and return on investment. There are four key areas that must work in unison for transformation to become sustainable:1. Strategic Management Framework: A compelling future vision, aligning guiding principles, strategies, and tactics with the vision to implement and sustain transformation of upstream workflows. Governance Framework:Integrating a diverse set of interdependent governance systems involving corporate, business units, and external entities. Solution Lifecycle Management (SLM):A framework to address key considerations, such as managing transformation roadmaps, developing workflow and technology solutions, capturing the value of solutions, and offering integrated support to ensure sustainability. Organizational Capability:Organizational capability framework focused on building key competencies (e.g., multidisciplinary virtual teams) and ensuring new competencies are addressed.With the plethora of drivers and conditions highlighted above, sustaining upstream transformation requires a well orchestrated management framework. The body of work created by Chevron Upstream lays the foundation for a sustainable intelligent energy organization and paves the way to a transformed future.