生成式人工智能和代理式人工智能将如何加速上游石油和天然气的知识管理

The newageofknowledgemanagementandhyperautomationThe oil and gas industry has been wrestling with a critical challenge fordecades: the loss of institutional knowledge and expertise.The effects are undeniable. An aging workforce on the brink of retirementcollides with plummeting enrollments in petroleum engineering programs. Atthe same time, younger professionals are drawn to cleaner energy sectors. Thisisn't just a talent crisis; it's a perfect storm. How do we retain expertise? How dowe compete for the next generation of talent?Adding to this challenge is the overwhelming growth of underutilized data.Despite the exponential increase in information, the oil sector has struggled torealize its full potential. While data has never been in short supply, the industryhas historically lacked the tools to transform it into actionable knowledge. People often say, "Data is the new oil." But in truth, knowledge is the new oil.The key to solving the knowledge drain lies in transforming raw data intointelligence that fuels decision-making, innovation, and growth.The industry has tried to address these challenges. In the 199Os, companies liketechnology limitations of the time despite their potential, they didn't deliverthe transformative results the industry had hoped for.But today, things are different. We finally have the tools to make a realimpact. The emergence of Generative Al and Agentic Al technologiesmarks a turning point for the oil and gas industry. TheImpactofanAgingWorkforceDecades of mass layoffs created an ongoing demographic shift. According todata from the Society for Human Resource Management (SHRM), more thandemographic is particularly alarming among engineers, nearly 17% of thesector's most experienced engineers are within two years of retirement.28019751990199520002005Qiaed Gai.Prodvctiot) Emelrct; AV Employes, OW and Gas Extracnion (CES702110d00r) [ FRFD [ St, Lous fed) 20102015202 This has placed the industry at a crossroads, where decades of expertise riskdisappearing unless effective knowledge transfer strategies are urgentlyadopted. Executives from across the sector widely acknowledge this issue, withover 60% describing it as a significant crisis.11%12%13.5%Ohare2644-246Shaie2014-2016Oher2014-2016WeigheedOnshore2019-20270Shale2019-20202019-202anshoreauragtonshoreWeightedveageReductiorrAdditioncoronavirus impact(ong15 I oe9r (uut0>.lq xRvoqp (uaofoyolw9 soP pu0 (0 :urog)from Pair Decad AnagingworkforceandtheinabilitytorecruityoungtalentThe repeated oil and gas industry layoffs of the previous decades have leftexperienced engineers disillusioned, with many vowing never to return. whilethe industry historically managed to attract talent during economic recoveries,that's no longer the case. The Wall Street Journal summarized the issue with theheadline, "Big Qil's Talent Crisis: High Salaries Are No Longer Enough."Competition from other industries has intensified, and the clean energy sectorhas emerged as a dominant rival. The clean energy industry is particularlyappealing to young professionals for several reasons:★Rapid growthA demand forCompetitive,of the sectorskills thathigh-paying(Figure 3).closely alignsalaries.with those inenvironmentallyoil and gas.focused industry.These factors have made it increasingly difficult for the oil and gas industry toattract the next generation of talent. A perception ofbeing a cleaner,more Strong investment growth underpins energy employment trends, withspending on clean energy far outpacing fossil fuels since the pandemic.sector, 2019-2023e2000D120820192123s2022022223aCleran enirgyFossil fuels0ssd Fuets qef) amC2021pd DeclineinPetroleumEngineering EnrollmentOne of the more alarming trends in the oil and gas industry is the declininginterest among young talent in studying petroleum engineering, While thisdecline has been ongoing for several decades, the data from the past decade isparticularly concerning. Over this period, enrollment and graduation rates inDespite offering one of the highest median salaries second only to IT andData Science the industry continues to struggle to attract the youngergeneration to study petroleum engineering.The knowledge drain in the oil and gas industry has highlighted the critical needfor effective strategies to capture, retain, and transfer expertise. Over the pastthree decades, various knowledge management initiatives have beenimplemented to address this challenge, but their mixed outcomes raise criticalquestions about what went wrong and how these efforts can be improved. Turning Data IntoActionableIntelligenceinOil&Gasmanagement and indexing to the incorporation of early natural languageprocessing (NLP) technologies. However, these early NLP systems hadsignificant limitations and failed to deliver the outcomes oil and gas companieswere looking for. Gen Al represents a breakthrough in this field, emerging asone of the most promising technologies in recent years. Gen Al has thepotential to accelerate knowledge management