Abstract
Presented on Wednesday 18 May: Session 20 To date, the oil and gas transition to hydrogen production has largely been focused on the techno-economic feasibility of hydrogen hubs. While techno-economics are essential for business case development, so too is the requirement to adjust business models and organisational culture to support new market entry. To analyse this perspective, this paper has reviewed Christensen’s theory of disruptive innovation and its application to hydrogen business growth in incumbent oil and gas companies. In doing so, the author presents the conclusion that disruptive innovation in a hydrogen context will not be the technology itself, but rather in how organisations innovate their business models to meet shifting market priorities. To access the presentation click the link on the right. To read the full paper click here
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