案例英國(guó)石油公司的知識(shí)管理實(shí)踐和經(jīng)驗(yàn)-wenkub
2023-03-22 14:24:40 本頁(yè)面
【正文】 BP “Anyone in the anisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the pany 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 Communications Capturing Connecting bp Peer Assists: a way to get people talking – in the right way What I know What you know What?s possible? What we both know Actions BP’s knowledge management framework Individuals Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before Finding solutions to business issues… ! ? ? Who knows What is known Business Issue Knowledge in people and works Captured Knowledge Individuals Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before BP’s knowledge management framework After Action Reviews: Learning during Four Simple Questions: ? What was supposed to happen? ? What actually happened? ? Why was there a difference? ? What can you learn from it? Col. Ed Guthrie, US Army 15 minute team debrief, conducted in a “rankfree” environment. Retrospects: Learning after doing ? What was the objective of the project? ? What did we achieve? ? What were the successes? Why? Why? Why?! How can we repeat the success? ? What were the disappointments? Why? Why? Why?! How can we avoid them in future? ? ?Marks out of 10? Facilitated, forward looking team meeting, soon after the project has ended A few more What are the top ten things I need to k
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