BP | Knowledge Management | Bp

The basic economic resource is no longer capital, nor natural resources, nor labor. It is and will be knowledge.

Presented By: Garima Bhalla Shraddha Thakker

BP was founded in 1909 and emerged as one of the leading oil exploration companies  1993- reorganized into 42 separate units  Free to develop their own processes and solutions according to local requirements  Purpose of reorganization was to facilitate knowledge sharing, creative capabilities, and expertise of employees  Successful implementation of ETS (emission trading system) in all units.  Use of advanced knowledge management application such as IEM (internal electronic market)  Enthusiasm displayed by the employees in knowledge sharing and in applying various KM

Virtual Team Work Project
18 months, $13 million pilot project To connect the units with communication equipment and test  Design to enable employees to share task specific information and develop a cordial relationship  Aim was to encourage the sharing of knowledge and to motivate the business units to utilize IT tools  It saved cost and time for BP  Inter group interactions increased  Importancte to goal through virtual meeting rather on phone or email
 

The follow up

global task force was created in 1996 to devise a formal KM strategy for BP  Study of some best practices in BP and of other companies which can be applicable in BP  Km tools in Km framework At BP

Emissions Trading At BP
 BP’s

127 business were allotted emission reducing rates  If actual emissions were more than allotted the unit had to pay allowances  If emissions were less then the unit was rewarded  Trading of allowances through the ETS at BP I IEM(Internal electronic market) on intranet.

A word from the
“Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company “Most activities or tasks are not onetime events. Our philosophy is fairly simple: Every time we do something again, we should do it better than the last time.”

Sir John Browne CEO, BP

Managing Knowledge?
“The idea is not to create an encyclopedia of everything that everybody knows, but to keep track of people who ‘know the recipe’, and nurture the technology and culture b that will get them talking”


Capturin g

Connectin g

Peer Assists:

a way to get people talking – in the right way
What’s possibl e?


What you know?

What we both know?

What I know?

Finding solutions to business issues…

Business Issue


Who knows


What is known

BP’s knowledge management
Captured Knowledge

Knowledge in people and networks
Lear n

Individuals & Teams


Using Using Knowle Knowledge
Lear n Lear n

Result s

Impact of KM on:

BP spelled success… … And, HOW?

What does it take?
20% Right Technology 80% Cultural Change


Organizational Phases of Learning


Critical Success Factors
 Support of top management  Alignment of culture and reward system  Sufficient technology and tools to facilitate

knowledge sharing  Enough time and resources to learn  Involvement of everyone Reward knowledge sharing instead of knowledge hoarding

Some key messages to leave you with…
 Have

a common framework and some simple tools all about getting the right people talking… can do knowledge management without calling it knowledge management! most powerful when you put it all

 It’s

 You

 It’s

Thank you……!

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