KNOWLEDGE

MANAGEMENT

PRESENTED BY
Smita Singh
Meena Yadav
Namita Narula
Kalpana Singh
Swati Agnihotri
Ram Gopal Yadav
WHAT IS KNOWLEDGE
MANAGEMENT ?

Knowledge Management is the systematic management of

vital knowledge and its associated processes of creation,
organization, diffusion, use and exploitation.

- David Skyrme
STAGES FROM DATA
TO KNOWLEDGE
wisdom
KNOWLEDGE IS
DIFFERENT

Wisdom Individual, judgmental

Contextual, tacit
Knowledge

Information Codifiable, explicit

Easily transferable
Data
 WHAT DOES KM
ENTAIL

Identify Acquire Manage Disseminate

Ensure right knowledge to right persons

at right time and in right format
Leverage existing Knowledge and potential
of IT
Make knowledge sharing a dominant
culture
Gain Competitive Advantage
 TWIN THRUSTS OF KM
1. Sharing existing knowledge
“Knowing what you know”

KM

2. Knowledge for Innovation

“Creating and Converting”
 WHY KM ?
• Not to reinvent the wheel : solution exists/ known
somewhere in the organization

• Learn from past mistakes – ours or others

• Knowledge resource depletion, Reduction,

migration & brain-drain

• Innovate & lead change in the business

Wise men learn from their own mistakes;
the wiser learn from others’ mistakes too
 KNOWLEDGE
GAP

Knowledge
Gap
Chan

of
ge

te ge
Ra a n
Chate of
R i ng
r n
Lea
Time
The efficiency of a firm depends on how fast it
bridges the gap between what it knows and
 ROLE OF IT IN KM
• KM is not a new concept, but

• Integration of KM with rapidly advancing

information technologies is new.
• Facilitator of information storage and
sharing
•  Support mechanism to the people in the
organisation 
 AN EFFECTIVE KM
SYSTEM…

• Creates business value

• Focuses on both knowledge creation

and knowledge application

• Is a High-tech (IT), High-touch (HR)

system
 KNOWLEDGE
MANAGEMENT PROCESSES
AND FRAMEWORKS
 TYPES OF KNOWLEDGE
– Tacit Knowledge
What a person knows, but has not
been documented or formally
captured

– Explicit Knowledge
Written, codified, or imbedded
knowledge that has been transferred
to workgroups or to the organization.
OVERLAPPING FACTORS
OF KM

PEOPLE

ORGANIZATIONAL
PROCESSES

TECHNOLOGY
 ELEMENTS OF A
KNOWLEDGE
MANAGEMENT STRATEGY
• People

– Why people don’t want to share knowledge?

– The two big factors : culture and behaviour
– How do we make the changes?

• Processes
– Organisational processes and infrastructure –
and whether they currently help or hinder KM.
– KM processes and infrastructure – the ‘process’
element of what needs to be put in place to
make knowledge management happen
Elements of a KM Strategy
 KM – KEY FACILITATING
FACTORS
1. Conducting regular internal surveys and
audits
2. Robust MIS
3. Mature and multi-layered internal
communication system
4. Seamless interface with suppliers and
customers
5. Benchmarking processes and systems
within and outside the industry
6. Leveraging on IT
7. Informal meetings and contacts are regular
A CASE STUDY OF
KNOWLEDGE
MANAGEMENT OF
“BEYOND PETROLIUM”
 A WORD FROM
SPONSOR…

“Anyone in the organisation

who is not directly
accountable for making a
profit should be involved in
Sir John Browne
creating and distributing
CEO, BP knowledge 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”

bp

Capturing Connecting
 PEER ASSISTS: A
WAY TO GET
PEOPLE TALKING – Actions
IN THE RIGHT WAY

What’s
What you know possible?

What we
both know What I know
 BP’S KNOWLEDGE
MANAGEMENT FRAMEWORK

Learn
during

Using
Individual & Using
Knowledge
Goals
teams Knowledge
Learn Learn
before after
FINDING SOLUTIONS
TO BUSINESS ISSUES…

?
Who
know
s

!
Business
Issue

?
What is
known
 BP’S KNOWLEDGE
MANAGEMENT FRAMEWORK

Knowledge
in
people and
networks
What
Whatare
arethe
thetop
topten
tenthings
thingsIIneed
needto
toknow?
know?
Where
Wherecan
canIIget
getmore
moredetail?
detail?
What
WhatcancanIIre-use?
re-use?
Who
WhocancanIItalk
talkto?
to?

AAfew
few Even
Even
more
more Still
Still
more
more More
More More
More
More More
Lessons
LessonsLessons Lessons
Lessons
LessonsLearned
Learned
Measurement Plans
& Intervention Identify
• gaps
Find
• and prioritise practices
Assessment
• tool to close gaps
Benchmark
• Develop
• action plans
External
• challenge Operational Excellence

1. Use the Right People &

Processes
2. Cause No Harm to People or
Environment
3. Eliminate Unplanned Outages
4. Effectively Prioritise & Execute
Planned Work
5. Optimise Production
Delivery 6. Minimise Costs Targets
Implement
• actions Apply
• targets
Appoint
• accountability Embed
• in Performance
Share
• learning Contract
 HOW DOES IT
WORK?
• Every business unit benchmarks itself against a set of key “practices” using a
common assessment tool

• Targets for improvement are agreed by business units, and offers and requests
are recorded

• Results are collated and analyzed and a “big picture” is created

• Through a “dating agency”, business units are brought together to share their
strengths

• Good practices, tools, offers and requests are made widely available through
an intranet “community centre”
 Instant Chat...
Hi Chris

Hi Geoff!

What shift pattern are you working?

I’m on C-shift – 12 hours on/off over 4 days? Do you do something similar

in Kwinana Refinery?
A shared newspaper...
 Conclusion
• An introduction to BP’s knowledge
management framework, and processes

• How BP is embedding knowledge

management principles into its core
processes
• How Bp is achieving operational
excellence through knowledge
management
THANKS