Reshaping Technological Collaborations in the Energy Industry: the Shift from Simple Outsourcing to Open Innovation. Eni’s experience

Abstract

This paper describes Eni experience, from the awareness of its weakness against external actors (mainly Service Companies) to the definition of a structured approach to partnership, i.e. Open Innovation (OI), in order to overcome such weakness. Implementing OI is complex and the Major’s position is not easy to change. In particular, the strong appeal to outsourcing geophysics, drilling, onshore and offshore operations and well activities by Eni Exploration and Production (E&P) division led to a technological trajectory difficult to be corrected in the short term. Indeed, E&P innovation is in Services Companies’ hands, so compromising Eni’s ability to innovate. Thus, although E&P technologies were re-included among the research activities and managed in an open logic, the weakness in the E&P division could have some negative effect on Eni’s absorptive capacity. Despite the limitations of case study methodology, the paper sheds light on an industry where OI is still unexplore