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
Introduction

 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

A 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

Sir John onetime events. Our philosophy
Browne is fairly simple:
CEO, BP
Every time we do something
again, we should do it better
than the last time.”
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
that will get them talking”
b
p
Capturin Connectin
g g
Peer Assists: a
way to get people talking Actions
– in the right way

What’s
What you possibl
know? e?

What we
both What I
know? know?
Finding solutions to
business issues…

?
Who
knows

!
Business
Issue

?
What is
known
BP’s knowledge
management

Captured
Knowledge

Knowledge in
people and networks
Lear
n

Individuals Using
Using
Goals Knowle
Knowledge Result
& Teams
Lear s
Lear
n n
Impact of KM on:
BP spelled success…
…
And, HOW?
What does it take?
20% Right Technology 80% Cultural Change

15
Organizational Phases of
Learning

16
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
17
Some key messages to
leave you with…
 Have a common framework and
some simple tools

 It’sall about getting the right people

talking…
 You can do knowledge management
without calling it knowledge
management!
 It’s most powerful when you put it all
Thank you……!