Shell’s Digital Vision: How IoT, AI, and Data Are Shaping the Energy Future

Shell’s Digital Vision: How IoT, AI, and Data Are Shaping the Energy Future

In the coming century, our descendants will look back on how we digitized the world. That is the sentiment of Sanjay Bakshi, Shell’s India‑based Head of Digital Transformation and Ventures. Speaking at the upcoming IoT World Asia and Industrial IoT World events, Bakshi says, "We carry the digital baton from the pre‑ to the post‑digital phase. Our responsibility is immense."

Bakshi believes society sits midway through a digital revolution that could reshape the workplace and daily life as profoundly as electrification did a century ago. In his role at Shell, he is uniquely positioned to evaluate how IoT and AI influence the global economy, and he stresses that technology must be leveraged responsibly: "The survival of our planet must never be sacrificed for short‑term commercial gains."

He adds that a single company’s digital initiatives can ripple across society, requiring leaders to be mindful of digital’s social impact. Every stakeholder shares the responsibility of shaping that impact.

[Hear Bakshi speak at Industrial IoT World, the event that takes IIoT from inspiration to implementation, supercharging business and operations. Get your ticket now.]

Below is a Q&A where Bakshi elaborates on his role at Shell, the implications of a data‑driven world, and how digital transformation is redefining talent acquisition.

What are your main responsibilities in your role as head of digital transformation?

I oversee Shell’s digital transformation and ventures across its global commercial business, with a focus on India and support for Asia‑specific digital strategies and design thinking.

A core task is crafting a digital strategy that aligns seamlessly with our overall business framework, ensuring that digital initiatives act as enablers rather than isolated projects. Our lubricant portfolio serves diverse customers—from automotive to industrial—so we extend our value proposition beyond products to technology‑driven solutions that offer predictive maintenance, operational insights, and real‑time quality monitoring.

We’re also building AI platforms, including an online chatbot that guides customers in selecting products and specifications. Internally, we’re developing a robust data infrastructure—a warehouse that integrates all ERP data—to transition from descriptive to diagnostic and predictive analytics.

Digital commerce, partnerships with energy‑tech startups, and innovative digital marketing are key to strengthening our brand. Equally important is cultivating a workforce that thrives on a digital mindset; building internal digital capabilities remains a top priority.

What ties these areas together?

The answer is data. Digital transformation is about unlocking data’s value, just as natural resources become valuable only when extracted. Data exists in myriad forms across the organization; IoT and AI capture and interpret it, enabling smarter decision‑making.

What social ramifications will arise if data becomes the chief commodity?

Data can dissolve long‑standing barriers, but it also raises privacy concerns. The notion that “online privacy is a myth” is contentious—while data access expands, permission and cultural expectations must be re‑evaluated. Determining what is acceptable and where limits lie is essential, especially as countries enact stricter data privacy laws.

How do your downstream digital initiatives align with Shell’s upstream and midstream divisions?

Upstream teams focus on technology and production efficiencies, while my perspective centers on customer experience and business outcomes. Digital initiatives across the organization are integrated through a company‑wide digital backbone that supports operations from extraction to consumer engagement.

Our digital strategy prioritizes premium customer experiences—such as the chatbot—and the IoT ecosystem that delivers products as services. In India, a predominantly “do‑it‑for‑me” market, we partnered with digital startups to create customer‑friendly mobile applications, enhancing end‑to‑end service delivery.

How is digitization changing Shell’s approach to hiring?

Talent acquisition is evolving. We anticipate the digital skills required now and in the next decade, ensuring existing employees are upskilled while attracting fresh talent with external digital expertise. This dual focus keeps Shell competitive in an energy landscape increasingly driven by digital innovation.

Bakshi’s insights underscore the importance of responsible digital stewardship and the transformative power of data, IoT, and AI in shaping a sustainable, customer‑centric future for Shell and society alike.