British Petroleum implemented a knowledge management program to efficiently share information across global teams. The program included centralized databases and technical tools to share both explicit and implicit knowledge. A key part of the approach was tracking who had what expertise. Knowledge management tools were used at different stages of learning, such as facilitated meetings before tasks and video recordings of processes for future reference after tasks. From an HR perspective, steps included establishing objectives, assessing current practices, implementing technologies and roadmaps, and measuring improvements. Initiatives involved instant messaging, recording unit benchmarks, discussion forums, global meetings, and rewarding employees for sharing best practices.
British Petroleum implemented a knowledge management program to efficiently share information across global teams. The program included centralized databases and technical tools to share both explicit and implicit knowledge. A key part of the approach was tracking who had what expertise. Knowledge management tools were used at different stages of learning, such as facilitated meetings before tasks and video recordings of processes for future reference after tasks. From an HR perspective, steps included establishing objectives, assessing current practices, implementing technologies and roadmaps, and measuring improvements. Initiatives involved instant messaging, recording unit benchmarks, discussion forums, global meetings, and rewarding employees for sharing best practices.
British Petroleum implemented a knowledge management program to efficiently share information across global teams. The program included centralized databases and technical tools to share both explicit and implicit knowledge. A key part of the approach was tracking who had what expertise. Knowledge management tools were used at different stages of learning, such as facilitated meetings before tasks and video recordings of processes for future reference after tasks. From an HR perspective, steps included establishing objectives, assessing current practices, implementing technologies and roadmaps, and measuring improvements. Initiatives involved instant messaging, recording unit benchmarks, discussion forums, global meetings, and rewarding employees for sharing best practices.
GROUP 4 INTRODUCTION • Finding, gathering, assessing, organizing, and sharing information or knowledge that consists of documents, procedures, resources, and worker skills. • Help companies gather and organize important information so that tasks and projects can be completed efficiently. It is also a helpful tool in helping to find the individuals that have the desired skills necessary to complete those tasks and projects. • A map that outlines the flow of information so that a company can successfully fulfill their duties, tasks, and projects. • Davenport & Prusak (2000), states that KM "is managing the corporation's knowledge through a systematically and organizationally specified process for acquiring, organizing, sustaining, applying, sharing and renewing both the tacit and explicit knowledge of employees to enhance organizational performance and create value. • Getting the right knowledge to the right person at the right time Dimensions of Implementing Knowledge Management KM Program or Initiatives • Sharing knowledge between global teams is possible through technical tools and centralized databases.
Discussion Critical links facts
Best Videos and
Practices Procedures BP Knowledge Repository • These can help in sharing both explicit and implicit knowledge. • The idea was not to create a database of everything what everyone knows, but also to keep track of people “who know the recipe” and technology “gets them talking”. • Central component of BP’s approach:
Learn Learn Learn
Before During After KM Tools are used at each phase of learning. • Peer Assist: learning before doing (facilitated meeting that can generate new knowledge) • Action reviews – learning while doing (simple, low-cost, ongoing reviews) • Retrospect's – learning after doing (facilitated, future-oriented working sessions) (Done through video recording of current processes for the future) 8 Steps to be considered while incorporating the knowledge management program (From an HR Head Perspective) : • Step 1: Establish Knowledge Management Program Objectives • Step 2: Prepare for Change • Step 3: Define High-Level Process • Step 4: Determine and Prioritize Technology Needs • Step 5: Assess Current State • Step 6: Build a Knowledge Management Implementation Roadmap • Step 7: Implementation/Incorporation • Step 8: Measure and Improve the Knowledge Management Program KM initiatives/Steps to be taken (From an HR Head Perspective) : • Instant chats and Instant Connects through intranets • Targets and benchmarks of different units to be recorded and to be available in the intranets. • iShare or discussion links on various issues and their solutions to be available. • Weekly meetings on global targets with all business units (discussing on their strengths) • Motivate employees through rewards for sharing their best practices and results. • Technical tools for knowledge assessment. • Continuous Learning and Training efforts to be made, cater to the needs of the dynamic environment.
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