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In response to the original question: for us at DNV, we see an almost basic need to align digital twin “art of the possibles” to customer organisational and corporate strategic goals. For example, if one of the strategic goals of an asset-owning organisation is to improve safety; or to reduce operating cost; or to extend operating life; then a narrative needs to be created linking these goals to an overarching digital twin “benefits story”, speaking the language of the client organisation.
Even with correctly-specified digital twins, problems can arise in operation, as physical assets – particularly mechanical, or engineering assets – will potentially undergo many changes during their lifecycles. For many companies, there’s a need to trust that a digital twin will remain fit-for-purpose long after being commercially approved and deployed on “day one”. We see this as a key challenge – and understanding how the trust element can be embedded into the company decision-making culture is key against a backdrop of expensive – and in some cases, failed – “IT” projects.