Geosteering requires sophisticated technologies, access to relevant data (streamed real time data and model derived data) and most importantly, collaboration of geosteering team members. Whilst the first two components of geosteering have broadly been described, analysed in depth and their impact on the geosteering final outcome evaluated in detail, the latter, for unidentified reasons, has not broken through to the wider audience of the upstream industry.
It has recently become clear, even for technology driven industries like oil and gas, that collaboration has a great impact on overall business performance. Astonishingly non-tangible factors like the decision-making process, communication, culture of knowledge sharing, or lean internal work processes have a higher impact on overall team performance than purely tangible factors like the application of cutting-edge LWD technologies, automation of the drilling process or modern data analytics systems. Obviously, the application of such technologies can boost already existing means of collaboration, but these innovative tools on their own will neither have the same effect nor create team collaboration. From the author’s personal experience, enhanced collaboration generated through objectives and KPIs alignment between the Drilling and Subsurface department (theoretically a non-expensive and easy thing to undertake) will have a bigger impact on the Net Present Value (NPV) of a project than usage of ultra-deep azimuthal resistivity tool for well placement.