案例英国石油公司的知识管理实践和经验45702.pptx
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1、Knowledge Managementin pursuit of excellence What well coverAn introduction to BPs knowledge management framework,tools and processesA practical experiment which we can all participate inHow BP is embedding knowledge management principles into its core processesA word from our sponsor“Most activitie
2、s 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 BrowneCEO,BP“Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge
3、 that the company can use to make a profit.”Managing Knowledge?“The idea is not to create an encyclopaedia 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”Arian Ward,Hughes Space&CommunicationsCaptur
4、ingConnectingbpPeer Assists:a way to get people talking in the right wayWhat I know What you knowWhatspossible?What weboth know ActionsBPs knowledge management frameworkIndividuals&TeamsGoalsResultsUsingKnowledgeUsingKnowledgeLearnduringLearnafterLearnbeforeFinding solutions to business issues!?Who
5、knowsWhat is knownBusinessIssueKnowledge in people and networksCaptured KnowledgeIndividuals&TeamsGoalsResultsUsingKnowledgeUsingKnowledgeLearnduringLearnafterLearnbeforeBPs knowledge management frameworkAfter Action Reviews:Learning duringFour Simple Questions:What was supposed to happen?What actua
6、lly happened?Why was there a difference?What can you learn from it?Col.Ed Guthrie,US Army15 minute team debrief,conducted in a“rank-free”environment.Retrospects:Learning after doingWhat was the objective of the project?What did we achieve?What were the successes?Why?Why?Why?!How can we repeat the su
7、ccess?What were the disappointments?Why?Why?Why?!How can we avoid them in future?Marks out of 10Facilitated,forward looking team meeting,soon after the project has endedA fewmoreWhat are the top ten things I need to know?Where can I get more detail?What can I re-use?Who can I talk to?Even moreStillM
8、oreMoreLessonsMore LessonsLessonsLearnedContext and detail where and when you need it“Knowledge in people and networksCaptured KnowledgeIndividuals&TeamsGoalsResultsUsingKnowledgeUsingKnowledgeLearnduringLearnafterLearnbeforeRecapTime for some audience participation!KM StrategyInnovationOrganisation
9、LearningCapturing12345ScoreBasicPerformanceHighPerformanceKM Assessment exercise KM Strategy.Innovation.Getting the organisation right.Learning before,during and after.Capturing Knowledge.JJ!NN3rd KM&OLConferenceChris CollisonBPSomething to share(KM Strategy)Something to learn(Innovation)!KM Strateg
10、y.Innovation.Getting the organisation right.Learning before,during and after.Capturing Knowledge.JJ!NNPlans Identify gaps Find and prioritise practices to close gaps Develop action plans Implement actions Appoint accountability Share learningDelivery Apply targets Embed in PerformanceContractTargets
11、Measurement&Intervention Assessment tool Benchmark External challenge6 Expectations ofOperational Excellence1.Use the Right People&Processes2.Cause No Harm to People orEnvironment3.Eliminate Unplanned Outages4.Effectively Prioritise&Execute5.Optimise Production6.Minimise CostsPlanned WorkHow does it
12、 work?Every business unit benchmarks itself against a set of key“practices”using a common assessment toolTargets for improvement are agreed by business units,and offers and requests are recordedResults are collated and analyzed and a“big picture”is createdThrough a“dating agency”,business units are
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