Conoco
ConocoPhillips initiated a large initiative in 2005 to develop internal practice communities, which would facilitate the sharing of knowledge within the organization. For this global and integrated energy corporation with various job sites in 30 states, the problem of knowledge sharing was evident and real. As a result, the potential payoff was huge. In order to continue its success especially with the stiff competition in the industry, the company needs to quickly and effectively exploit the knowledge of its qualified, skilled or talented, and geographically dispersed workforce. The company should not suppose that technology is a solution or is vital in establishing online communities, the company’s senior leaders should understand that efficient international communities, requires new cultures, processes, technologies, and roles. This should apply regardless of the company’s knowledge-sharing program being ranked the best in terms of quality and class across various industries. To attain effective knowledge management, trust must be attained within the organization. The leaders have and should continue recognizing that most of the company’s good ideas come from the company’s employees. People should be more connected than documents. Knowledge management (KM) groups should be placed down the hierarchy in order to be effective. The company should also focus on creating informal connections as they work better.
The messages that the ConocoPhillips case presents is that technology is important in the modern day world. The company is among the leading in the industry in the U.S.A. and has received various awards for its continual success. Success is a continual process, and through the creation of various networks, the company still focuses on growth that will result in improved productivity. ConocoPhillips’s KM approach is focused on driving excellence with the use of formal, international networks. The company has attained excellence networks through its approach. I think that the KM approach is appropriate for the company and should be acquired by other organizations in various industries to achieve success. Among the key factors that have facilitated the approach include high level of technology, effective trust and communication across the organization. The company’s leadership has also played a significant role in the success of ConocoPhillips’s KM approach.
There are a number of activities that ensure the execution of ConocoPhillips’s KM operations. Among the activities include the implementation and maintenance of systems to ensure that sharing of knowledge among individuals within the organization. Interrelated networks are linked since organizational issues are interrelated across networks. There are KM groups at the lowest levels that ensure sufficient sharing of knowledge within the organization. ConocoPhillips has three major tools which are Knowledge Library, One Wiki, and Ask and Discuss forums that ensure effective knowledge management. There is a lot to learn from the case. For instance, sharing knowledge is crucial and giving credit to the workers is vital, as well. Also, effective leadership results in increased productivity and profitability. Employees are important in the organization and should be valued in order for the organization to attain success. Another thing learned from the case is that in order to attain effective knowledge management, trust must be attained within the organization. Senior leaders should recognize that most of the company’s good ideas come from the company’s employees. From the ConocoPhillips case, the importance of formal connections has been noted. However, it is important to note that informal connections should be considered in organizations as they work better.
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