Knowledge Management

By: Naguib Chowdhury & Dr. Mohiuddin Ahmed

Main Subject : Cortical Success Factors affecting Knowledge Management Implementation in Oil & Gas companies: A comparative study of four corporations and the acquisition of reservoir data.

Table1 : Comparative Analysis of the KM implementation based on 4 success factors

Success Factors	Sub category	Shell	BP	Chevron	Company Z
Leadership	Top Management	Top management supports KM directly	Support from the CEO	CEO encourages KM	Realization by Top management for KM
	Role	Established roles to facilitate KM	Various roles created to support knowledge sharing	Roles established to enhance knowledge sharing	No official roles for KM like Knowledge officers.
	Policy	Have ‘Scorecard’ to monitor knowledge sharing	Everyone should create & distribute knowledge	‘Upward Feedback’ program and so on.	No written policy for knowledge sharing or KM.
Organization	Organization’s Structure	Decentralized, Division based reporting structure	Flat Organization structure	Decentralized; Multiple business units	Centralized Decision making.
	KM unit/team; coordination	Group formed to coordinate KM efforts	Established KM team to facilitate activities	Various teams in business& operating units to facilitate KM	No centralized KM team. Isolated KM initiatives.
	Recognition for sharing	Uses ‘Scorecard’ & recognize contribution by e-mails, newsletter entries, etc.	No financial rewards, provide intangible recognitions.	Both formal & informal recognitions available	No formal or informal recognitions or rewards for sharing.
Technology	Intranet	Yes	Yes	Yes	Yes
	Collaboration Technologies	Uses ‘SiteScape’, ‘NetMeeting’, Online Forums etc.	‘Common Operating Environment’, Online discussion forums etc.	‘Global Information Link’, ‘Lotus Domino’, ‘QuickPlace’, ‘Get Smart’ etc.	Groupware- Lotus Notes, E-learning, Net meeting, Video conferencing.
	Expert Directory	Various Expertise directories available.	Established Expert directory named ‘Connect’	Various Expertise Directories	Recently developed.
	Databases	No. of portals developed like ‘New Ways of Working’	CoP based portals available.	Internal & external Best Practice dBases	No Best Practice databases.
Organizational Learning	Community of Practice (CoP)	Various CoPs, especially by Technical Disciplines.	Peer groups, CoPs & other Communities for sharing knowledge.	‘Process Masters Programs’, Best Practice teams.	No formal CoPs, Peer groups.
	Formal/Informal network	Formal established networks created.	250 formal & informal networks.	More than 100 formal & informal networks.	No Formal network for sharing.
	Education/Training	Learning is a kind of corporate culture	Developed ‘Learning Cycle’ framework; AAR tools etc.	‘The Chevron Way’- formal learning tool, Learning- Org. Culture	Learning centers available but no training on KM.

1. In the above literature review, it is also found that all three oil & gas companies had taken some initiatives, which firstly include top management support to implement knowledge management.

2. The following is the list of common major initiatives taken by those companies:

a) All three companies ensured the support from top management in implementing knowledge management. Top management commitment and support is highly required to ensure a knowledge driven culture.

b) All three companies have written KM policies and guidelines to direct the employees towards a knowledge sharing culture. They also have various roles in the organization to lead the KM journey.

c) Companies have developed sophisticated KM tools, search engines, Best Practice databases, Expert directory, Knowledge Portals /Hub to provide information globally to their employees and partners.

d)They have introduced community of practices, peer assist groups etc. to create a learning community.

e)Some kind of recognition and rewards systems has also been implemented to motive people to share among their peers in the company.

3. From the above analysis, it is also seen that Company Z has still a lot to go in the journey of knowledge management. The following suggestion can be made to initiative effective KM program in the company:

a) Top management commitment is important for any new initiatives, but the commitment has to be translated in an official manner like establishing policies and roles, Company Z is yet to implement that.

b) There is a need to have a centralize coordination of KM initiatives in Company Z. Centralize decision making may hinder faster information flow and decision making.

c) Company Z needs to have a proper mechanism to recognized employees’ knowledge contribution.

d) Intranet has been established, which plays a major role in knowledge dissemination in Company Z. This Intranet is strength for knowledge management in any company.

f) Availability of the learning centers can help better creating and sharing of knowledge.

Communities of practice and other forms of formal knowledge sharing network have to be build up to enhance KM in Company Z.

g) There is also a need to develop an effective training program for employees to gauge the concept and usage of KM.

h)A team should be formed in the organization to carry out all the initial KM tasks in Company Z. The team can consist of people from various operational & administrative backgrounds.

i) The KM team should define what KM is all about and should share stories of how KM has helped other companies to succeed. By creating a clear and tangible picture of the benefits of KM, Company Z can make employees feel that KM can bring positive values in their day-to-day activities.

j) Company Z can initiate some KM pilot projects in various departments to show demonstrable, relevant positive results of a KM system/culture in the company.