power of knowledge sharing.pdf
TRANSCRIPT
Share Saudi Aramco’s approach toward achieving operational excellence through the use of Communities of Practice (CoP) among
its operating facilities
KM Program Objective and Business Drivers 1
2 Knowledge Classification and Strategic Vision
3
4
Our Journey Toward KM
CoP Overview
5 Case Study — Rotating Equipment CoP
Agenda
Program Objective
“WEALTH increases in nations that have been at the cutting edge of R&D, technology, innovation and KNOWLEDGE.”
Khalid Al-Falih, CEO and President, Saudi Aramco
To grow and maintain the corporate knowledge while
creating a learning organization that would increase our
intellectual capital, improve performance and achieve
operational excellence.
o Fill the competency gap between generations
o Reduce rework and promote innovative thinking
o Increase intellectual capital
o Create a learning organization
o Achieve operational excellence
Business Drivers
Business Model Collaborations Adaptability
Databases Interactions Creativity
Processes Relationships Experience
Intellectual Property Networks Expertise
STRUCTURAL CAPITAL
(Organization)
RELATIONAL CAPITAL
(Team/Community)
HUMAN CAPITAL
(Individual)
Explicit Tacit
Corporate Knowledge
Knowledge Classification
Knowledge we know that we know
Knowledge we know that we don’t know
Knowledge we don’t know that we don’t Know
Knowledge we don’t know that we know
Types of Knowledge and Associated Gaps
The Impact of Knowledge on Operations
Knowledge
Information
Decisions
Data
Impact
Local / Site
Specific
Business
Group /
Geographical
Global
Time To Act
Today
< 12
Months
> 12
Months
Instrumentation & Control
Data Acquisition
Advanced Process Control
Real Time Optimization
Blending
Planning & Scheduling
Supply Chain Management
Corporate Decision
Monitoring
So what is Knowledge Management?
Making maximum use of what
your organization knows
Doing this systematically and
routinely
In service of the business strategy
KM is not a database
The so-called “build it and they will come”
approach always fails
KM needs to be IT enabled, not IT led
IT is the delivery van of Knowledge
Management
IT is not unimportant, but its role must be
understood
What Knowledge Management is not
More than anything, KM is about culture change
“Our behaviour is driven by a fundamental core belief, the
desire and the ability of an organization to continuously
learn from any source, convert this learning into action, is
it’s ultimate competitive advantage.”
- Jack Welch, General Electric
ShareK program was launched to promote and enable knowledge sharing across Saudi Aramco:
o Two culture studies, internal by OCD and external by APQC to leverage knowledge sharing culture
o ShareK Portal is based on Microsoft SharePoint 2010; a rich platform that is fully integrated with Saudi Aramco IT infrastructure
o Capture knowledge embedded in business processes
People 70%
Technology 20%
Processes 10%
ShareK Program
Our Journey: History and Background
ShareK (Share-Knowledge) is a corporate knowledge sharing program to promote sharing and exploiting innovation, knowledge and skills
ShareK focuses on: Linking people to people
Linking people to knowledge
ShareK unifies corporate KS activities under one theme
About ShareK
Best Practices
Innovation
e-Standards
Communities of Practice
Organization Workspaces
e-Services
Lessons Learned
e-library
ShareK Strategic Vision
Energy
Management Knowledge
Management
Professional
Talent Development
Capital Program
Optimization
Upstream Surface R&D
Technology Nonmetallics
Quality Leadership
Asset Lifecycle
Management
Innovation
Carbon
Management
Low BTU Gas
Monetization
Enterprise Wide
HC Chain
Optimization
Water
Conservation
Environmental
Protection
Downstream &
Strategic R&D
Corrosion
Management
Knowledge Management Connects all the ES programs
KM Core Components
Embed KM processes in the existing
business process, aligned with the
level of workload.
People Process
Technology Governance
Assign specific roles and
responsibilities to provide
accountability in knowledge
management activities.
Utilize existing technology to
manage knowledge such as
ShareK and Lessons Learned
Knowledge Base.
Establish KM expectations from
leaders, metrics, KPIs and a
recognition program.
Our KM Strategies
Create Business Driven Communities of Practice
RC
Develop the Knowledge Hub
SC
Harvest Knowledge
HC
Foster a Collaborative Culture
HC
Provide KM Training
Create Governance
Deploy Business
Focused COP
Identify Key Knowledge
Identify Knowledge Islands Promote
Knowledge Retained & Reuse
Develop Rewards & Recognition
Foster Collaboration
Promote ShareK
Develop KM Framework
Harvest Knowledge
Develop Knowledge Hub
CoP is a group of people of the same interest who come together to share and to learn from one
another face-to-face and/or virtually
What is a CoP?
Communities of Practice
o Share knowledge and experience
o Reduce costs and improve quality by promoting best practices
o Collaborate at the working level to gain insight and accelerate solutions
o Solve work-related problems
o Disseminate new technologies and methods
Success Factors
• Awareness
• Leadership
• Sponsorship People
• CoP empowered by InTouch with Experts
• Embed CoP into business processes Process
• Platform (ShareK) Technology
1
4
?
BROWSE
…through the Knowledge Base
SEARCH
…by using the search engine
ASK the Experts
…by using InTouch with Experts
DISCUSS
… in the community of practice
2
3 Knowledge Seeker
CoP Offering
Search
Ask
Discuss
Share
Use
rs
Support Group
Support Develop Promote
Sponsor
Embed Report Manage Events Mandate Recognize
Champion
Discussion Forum
Knowledge Base Best Practices Lessons Learned Technical Papers
FAQs
Ask Experts Calendar of Events
Utilization Reports
Technical Alerts
Announcements
Round Table Discussions
Communities of Practice (CoP) Model
Handy Links
Search
External Corporate Knowledge
Validate
Answer
Organize
Experts/M
od
erators
Share
CoP Structure
What if …?
In my experience…
You can try…
What do I do if...?
Peer Discussion
What if …?
In my experience…
You can try…
What do I do if...?
Ask the Expert
Experts /SMEs
Browse
Search
Users
CoP Workflow
Knowledge Base
Users
Share
CSD
Knowledge
P&CSD
Knowledge
Inspection
Department
Knowledge
Engineering
Standards
Methodologies
TIC
Publications
Innovation
New Methods
Smart Plant
Drawings
Assets & Data
R&D
Knowledge
ITWE KNOWLEDGE BASE
ITWE – Knowledge Base
CoP Corporate Benefits
Grow Saudi Aramco’s
Intellectual Capital
Share best practices
between Saudi Aramco facilities
Reduce rework for subject
matter experts
Find knowledge
quicker for the knowledge
seeker
Challenges
ES Lack of Sponsorship (No Accountability)
Lack of Customer Engagement (Across Organizations)
Embedding KM into business work processes
IT
The Need for a Sponsor
ES Users
Field Users
CE Chairman
Managers
Moderators
SMEs
TKSU EK&RD
Professional Bodies (Discipline Owners)
Better Accountability
CoPs Sponsors
Synergized and Cooperative
Effective Support
Embed and Empower KS within various disciplines
Collaboration & Engagement
Effective sharing best practices between SA plants
IT
CoP Sponsorship Model
BOE Chairman
CoP 1 Moderators
SMEs
TKSU EK&RD 13
Professional Bodies (Discipline Owners)
2 1
CoP 2 CoP 3 CoP n
SMEs SMEs SMEs
CoPs and Committees per PB
Process Automation PB
Custody Measurement High Integrity Protective System
Instrumentation
More CoPs to be developed
Custody Measurement
CoP
HIPS CoP
Instrumentation CoP
• Equipment Specific P&ID Templates
• Process Control • Process Engineering
Std. Committees
CoP Charter
Sponsors (Professional Body)
• CoPs progress update on communication meetings
• Report progress to the champion
• Recognition program
EK&RD
• Develop full functional CoPs
• Support all stakeholders
• KM/CoP awareness
• Help with the campaign
Moderators
• Encourage SMEs and members to use the CoP
• Follow-up on unanswered questions
• Manage the content
SMEs
• Redirect questions to CoP
• Respond to questions
• Engage in discussions on CoP
What Other Leaders Are Doing!
- Management Engagement
- Accountability
- Top down and bottom up
- All CoPs are aligned with business functions/disciplines
- Established 120 NoE (Networks of Excellence) corporate-wide (2.8 billion in business value)
- Robust success story program and recognition
- Outcast if you are not part of a CoP
- Do not look at money value, KS is more than financial benefit
- 46 Communities of Practice (24,000 members including 3,500 SME)
- Two sponsors to approve a CoP (Eureka communities)
- Elections for moderators and top of the technical ladder
- $150,000,000 per year
Many companies around the world embraced various KM initiatives with significant impact
Introduce the Rotating Equipment (engineering reliability) business focused
Community of Practice including the InTouch with Expert
Case Study
Expected Benefits to Saudi Aramco Plants
Reduce rework by eliminating redundant efforts
Promote learning/sharing between facilities
Respond faster to problems & transfer the “Know How”
Increase collaboration to boost business performance
Knowledge play vital role in company’s Accelerated Transformation
Communities of Practice are key to a new culture of engagement and achieving operational excellence
Building knowledge-base for engineers company-wide, is ongoing and dynamic process
Management engagement and support is required
Conclusion