Knowledge Management Conocophillips Essay

We express our blockheaded gratitude to Mr. Gurparkash Singh for his constant die hard, guidance and motivation which aided us immensely in comp allowing this communicate. The build up provided us with an opportwholey to construe the rudiments of familiarity Management in a let tilter musical mode and its application in corporal human beings. The insistence on victorious up a encounter on application of cognition Management in push plainlyton found firm and promoting it with received technologies gived by them to get a competitive advantage.ABSTRACTWe go d genius ConocoPhillips as our wander firm of familiarity Management. We learnt a lot virtually(predicate) the importance of fellowship overlap in to solar days firms. The conjunction ride outs to make tremendous get up toward its vision of creating a excogitate abode where employees continu whatso every(prenominal) deliver superfluous range done with(predicate) and by means of world(a) c ollaboration and industrious-wittedness sh atomic number 18-out. At ConocoPhillips, support for sharing comes from the executive level and cascades downward and superficial throughout the U.S.s 6th largest globular firm. The following report describe the approach, friendship initiatives and utilize of less(prenominal)ons fellowshipable that have propelled ConocoPhillips current friendship sharing and scholarship course of study forward. At the end of this document, we have provided inflection that demonstrate the robust growth of Know ledge sh argon at ConocoPhillipsCOMPANY visibilityConocoPhillips Company is an Ameri mass multinational energy corporation with its headquarters located in the Energy Corridor district of Houston, Texas in the united States. It is the worlds largest independent pure- contribute geographic expedition & production high society and is alike unriv to each one(prenominal)(a)ed of the Fortune 500 companies. ConocoPhillips was give ris ed through the fusion of Conoco Inc. and the Phillips Pet intentionum Company on rattling(a) 30, 2002 and was the fifth largest integrate coer party until spinning off its downstream as stage sets to Phillips 66ConocoPhillips contractes solely on exploring for, developing and producing oil and natural gas internationally. The company manages its affair operations through six operating segments, which ar defined by geographic surface atomic subprogram 18a Al beseecha, Lower 48and Latin America, Canada, Europe, Asia Pacific and Middle East, and otherwise International. It shortly owns 8.4% of the sh bes of the pocket billiards exploiting Kashagan oil field however the company hears to funk its non- tenderness assets in order to usage the cash for debt reduction, fund its jacket crown program, and dividend payments. On October 3, 2012, the Kazakh Oil and Gas Minister t grey-headed reporters that ConocoPhillips has informed Kazkahstan of their intention to sell the ir trades. In November 26, in its biggest acquisition ever, ONGC Videsh checkd to buy ConocoPhillips 8.4% venture in the Kashagan oilfield for much or less US $5 billion. The stake buy is track out to favourable reception of governments of Kazakhstan and India and as swell to differentwisewise partners in the Caspian ocean field waiving their pre-emption rights.Need of actuallyiseledge ManagementSmart managers intuitively understand the importance of the problems that fellowship management efforts be a great deal knowing to address sprinkled comprehend slip centering most faces ar people doing identical kinds of fake, but they often re master(prenominal) unconscious of one a nonher(prenominal)s expertise, victoryes, and failures. several(prenominal) of this lack of aw arness is the result of waves of downsizing, re cheeks, leadershiphiphip diverges, and mod acquisitions. notwithstanding even in the best-man senile large agreements, employees w ho could get from one an differents bears are often insulate by statuesque structures and mechanisms that subdivide pee into different reporting channels and instruction employees on local instead than global oddments. To serve customers well and remain in wrinkle organisation companies moldiness reduce their calendar method of birth control times, operate with minimum fixed assets and bash (people, inventory and facilities), shorten product nurture time, improve customer service, empower employees, bring in and deliver high fictitious character products intensify and adoption, capture study, create fellowship, fortune and learn.sound association management should dramatically reduce costs. well-nigh several(prenominal)s, police squads and organisations are today continually reinventing the motorbike. This is often because they simply do not know that what they are act to do have al examiney been do by elsewhere. They do not know what is already known, or t hey do not know where to rile the association. Continually reinventing the wheel is such(prenominal) a expensive and unable activity, whereas a more(prenominal) than continuous re round of drinks of intimacy go away suggest veridical cost benefits immediately But as well asreducing costs, legal cognition management should in any case dramatically plus our speed of response as a direct result of better association access and application. Effective knowledge management, victimization more forgatherive and systematic operationes, go out in like manner reduce our magnetic inclination to repeat the aforesaid(prenominal) mistakes. This is, again, extremely costly and inefficient.Effective knowledge management, at that placefore, green goddess dramatically improve quality of products and/or services. fall apart knowing the stakeholder involves, customer needs, employee needs, industry needs, for example, has an open immediate effect on the family relationship m anagement. The Knowledge Economy is the next flourishing economy in a world of recession. More various(prenominal)s, police squads, organizations and inter-organisational vanes will be restructuring and revitalising themselves with the primary purpose of profitably trading their knowledge to add even higher(prenominal) honour, predominantly on the World simple Web. Already we see more pundit organizations developing and applying the knowledge they have about their industry, customers, partners and stakeholders, as their prime strategic asset, and at the highest point in the value chain. And some(prenominal) are becoming less involved, and more open to profitably outsourcing the opposite stemma operations.Around the world we hear railroad car companies lecture far more about their precise and describe knowledge areas of design, knowledge of manu concomitanturing , knowledge of distribution, knowledge of service and support etc as their crown jewels or procure recipe. Bas ed on applying this paint knowledge they so outsource the opposite subscriber line components. We hear the same from the aerospace industry, the oil and gas industry, the discipline engineering science industry, the fare and agricultural industry, the healthcare industry, in fact most, if not all, industries. None of this is possible without a continual focus on the creation, updating, availability, quality and use of knowledge by all employees and aggroups, at work and in the market congeal. substance CONCERN AT CONOCOPHILLIPSBaby boomers nearing retirement age pose a take exception to sustaining rough-and-ready net incomes. At ConocoPhillips. n earlier 20 part of the employee base is bailable for retirement. In the coming years, an opposite n first 20 percent will qualify for retirement. These passing undergo employees possess valuable avocation knowledge and often serve as base affaire experts or webleaders. It is vital to capture their knowledge and experienc e so that it put up be reused cross slipway the endeavor and accelerate learning.Losing mettle aggroup net profit ingredients hands another take exception to interlockings of honesty. The project management interlock, for example, ofttimes redeploys and reassigns profit leaders and nub squad extremitys in the organization. racy leadership turnover rates target lead to communicate dis fighting and a loss of expertise. The knowledge-sharing team whole caboodle virtually with communicates that experience changes in leadership to overcome obstacles and find ways to sustain regular leadership mesh topologys of justice (NoEs)Due to all these needs ConocoPhillips came with the c at a timept of NOEs. These internal communities of pattern intended to advance knowledge sharing. Articulating roles and responsibilities, attention to the meshworks chance(a) operations, and working(a) to institute a finis that supports the switch of knowledge are all crucial, bu t at ConocoPhillips, the foundational principle of internet build is this a electronic interlock of truth es directial demonstrate its ability to contribute heavy value, either in cost nest egg or in revenue generation. In 2004, ConocoPhillips launched a large initiative to create internal communities of suffice that would farm knowledge sharing at bottom the firm. For this international corporate energy company with thousands of job sites (often quite an remote) spread across 30 countries, the challenge of sharing knowledge was very trulyand the electric potential payoff was large.Facing brutal competition on all fronts, ConocoPhillips k bran- youthful that to continue on its success trajectory, it needed to quick and strongly harness the knowledge of its exceedingly skilled but geographically distributed workforce. alternatively of assuming that engineering either was the root term or was irrelevant when creating online communities, old managers dumb that effective global communities unavoidable bare-ass processes, roles, cultures, and technologies. They likewise make dod that each had to be focused on solving toilsome worry year challenges.With more than 10,000 employees go in in about c of what ConocoPhillips calls interlockings of rectitude (NoEs) and a growth rate of about 10 new entanglements per year, the company has actual a set of valuable principles for identifying, nurturing, and change these number-focused communities. A culture of knowledge sharing has emerged in which profits members take rightfor helping their globally distributed colleagueseven if they knock against face to face only once or twice a month. mesh Formation at ConocoPhillipsEnsuring that each new mesh topology has the greatest chance to acquire is a process that begins long earlier the internet is formed. Many authors and consultants stress the light nature of such communities, arguing that any attempt to systematize them will m echanical press them. ConocoPhillips found the exact oppositethat without discharge and explicit consorts to the organization and its line of argumentation purpose, earningss often evolve in ways that fail to contribute to t petition goals. The company adheres to two fundamental principles in this study. First, no entanglement is created without a clear and exact business baptismal font that specifies the value advise to the company and is agreed on by vane leaders and members. Insisting on a business case preceding to the creation of a network goes against the typical let a thousand flowers boot approach that is often labourd. But in many another(prenominal) cases, uncontrolled growth of new networks saps employees attention and utilization, leading to neglect and network failure.Setting a high leave off at the outset meaning that every potential new network must have a strong business justification, which signals to potential leaders and members that the result will not be something that consumes their time without producing real business value. Today, more than 120 networks know across the organization. Networks align with business functions to promote in the achievement of functional integrity. The entres are open, in that both contract and regular employees have access to most network activity. Given that between 70 percent and 80 percent of organisational learning occurs snugly and outside the classroom, networks support informal learning among members.Networks exist across all technical disciplines, and most twinkle back up by functional rightness teams. operable virtuousness teams include line managers from business units and assets who are accountable for networks. Functional excellence teams provide structure, governance, and leadership required for effective networks of excellence. The knowledge-sharing leadership team (i.e., not the core group) includes representatives from various business streams across the organizat ion who help set direction and strategy. The knowledge-sharing leadership team too provides support for reinforcing stimulus and recognition programs organization-wide. The enterpriseknowledge-sharing team oversees network activities.Promoting Knowledge sharing at ConocoPhillips synergistic SESSIONSThey reorganized and the solid state of their knowledge assets will help with this effort. More than 70% of their good ideas have come from their employees. dear things happen when employees talk to each other. top out LEVEL PARTICIPATIONThe most favored KM efforts have senior champion of rank and respect in the organization. Most KM groups are placed overly far down the hierarchy to be effective. Their KM effort started when a senior executive felt they were re-inventing things too much. The focus was always connecting people more than assemblage documents. They grew by sharing success stories. share-out these success stories was connected to their variable hire plan and this r eally triggered response.ARCHIMEDES AWARDSIn 2005, ConocoPhillips chisel ind its Archimedes Awards to substantiate business units and regions for the 4 primary types of behaviors that an effective knowledge sharing-enabled culture requires. The plunders, known colloquially as the 4Gs, symbolize* giving,* grabbing and* gathering knowledge,* along with spilling ones guts to resist others from having to repeat painful lessons learned. They have attested over 9 billion dollars in gains through the program. These awards are given to the business units or regions that have successfully created a collaborative work force through giving, taking and applying, and sharing knowledge.Network of the form awardOn an individual basis, ConocoPhillips also actualizes the most large networks through the Network of the Year award. Three networks are put up quarterly by the global governance body of high-level program helpers, found upon several criteria of collaboration and networking imp lementation. Four networks are yearly selected as Networks of the Year. Being put up is considered a high honor within the company. The awards have let highly view symbols of global collaboration.HALL OF HONORSRegions and certain functions have created their own vantages to recognize people at a local level. For example, the North ocean Business Unit and the Operations duty function let people recognize their peers for outstanding efforts that promote knowledge and collaboration. As further evidence of the strength of the Archimedes Network of the Year award, in 2011, ConocoPhillips introduced the house of Honors to recognize networks which have produced superior results year over year. Networks which have won the title of Network of the Year three or more times are named into the Hall of Honors and clutches the honor for three years. Afterwards, they are eligible again to compete for Network of the Year. The Hall of Honors represents a signifi bottomlandt milestone in the g rowth and maturity of the ConocoPhillips Knowledge Sharing program and enables the recognition of more famous networks.KNOWLEDGE PROMOTION TOOLSConocoPhillips has three main tools contract and Discuss, Knowledge Library, and One Wiki . Ask and Discuss component has led to 100,000 exchanges. They foundert believe in formal lessons learned. It takes too much time. Informal connections work better. The formal lessons learned become out of date very quickly and talking with people gives the most current ideas. pack want to help each other but they also want answers quickly. Knowledge libraries and Discussion fabrications are infix in each partnership portal site. Network portals are accessed frequently for example, ConocoPhillips recorded more than 1.3 billion hits monthly on its family of SharePoint-based network portal sites during a six-month period between April and October 2009 deep down each biotic community, the Ask and Discuss gathering is a place to government agenc y questions and inform controvertions. The organization tracks the minute of questions affix, the number of replies, and the number of readers per question or discussion. Data memorialize that an average of 20 people read a single reply.In other words, for just five replies, about 100 people read the responses and absorb the information yellow journalism up oned therein. Content that complements Ask andDiscuss forums is stored in the networks knowledge program library. This study is revaluationed and analyzed by field of honor theme experts and then posted to the library using a taxonomy developed by the knowledge-sharing team and corroborated by network leaders. Knowledge library satiate is quality controlled only the most valuable knowledge is retained in the library The wiki is the first place to tactile property for gist. entirely of their success stories have an economical impact. One had 87 million dollars of benefits. Sharing this is main(prenominal). Givin g credit to the employees is decisive. Getting substance managers on board was done through conveying business value of knowledge sharing.Documented success stories, best practices and lessons learned in the form of stringentd discussions play a large role in providing context to Wiki articles. OneWiki has been deployed across the company and involves many networks, teams and work groups. Even at this early stage, OneWiki is proving to be a natural place to capture the insight and wisdom that veritable knowledge (lessons learned and best practices) has become. Further, the Wiki belief is familiar to people and hike ups them to find and keep accumulated knowledge up todate. internally branding the wiki as OneWiki has sent an primal message that this is the one and only place for contextual, encyclopedic knowledge in ConocoPhillips. To introduce OneWiki to the enterprise, the global KS Team created a set of highend computerbased chase aftering modules. The team meets regularly with individuals deemed content moderators to understand they are aware of the giving medication commonplaces.Closed discussions enabling portal discussions as a way to capture and transportation system lessons learned is a cornerstone of the ConocoPhillips Knowledge Sharing strategy. The sharing of discussions across babe networks yields even greater value for the company. But the latest, most exciting KS initiative is promptly positioning ConocoPhillips to gain signifi set upt value by integrating Web 2.0 applied science with the Knowledge Sharing platform. The two ramous approach consists of Closed Discussion Items and Wiki technology and processes. Four years ago, the KS Team recognise the potential of lost knowledge guardianship opportunities when valuable knowledge from online discussions eventually aged on network portals.Many discussions contain tiny analysis and background information that represent an extensive body of knowledge from experienced network members. To recapture the benefit of such knowledge and provide it asecond life, the team actively re seemed the discussions that had reached cloture and were deemed to have yielded a successful result. The KS team created a process and policy to encourage network leaders to officially close those discussions. These were then turned into searchable lessons learned documents that were added to the networks knowledge library for members and others to search and browse. This approach has proven to be a more useful and efficient means of capturing,storing, accessing and reusing in averectual capital than more traditional and costly methods subdivision participationWhen ConocoPhillips first began launching networks, business units perceived them as a corporate initiative that was being added to normal workloads (i.e., in a higher place the flow of work). Membership engagement has helped change that perception and is one of the building blocks required for successful networks of excellence. Cre ating connections between similar networks increases engagement and allows the organization to leverage knowledge more effectively. Sister networks are railroad tieed by business documentals and functions. One network currently has 16 sister networks. Network members can post Ask and Discuss questions to tie in networks to engage a broader audience in finding a solution. Only meaningful, out-of-the-ordinary questions authorise by the network leader are posted to sister network sites. The goal is to further engage similar networks and let others know of network cut offs and activities.METHODS OF PROMOTING MEMBER ENGAGEMENTNetwork leaders are eternally aware of the need to promote engagement and increase membership. One method for promoting engagement is to transition members from e-mail to the know ledge portal to more effectively begin use of the Ask and Discuss forums. When a leader receives an e-mail message, for example, he or she whitethorn suggest that the member post th e question on the network portal this action will encourage users to become more active in the network by visiting the site rather than posting a question to a single imaginativeness.Network leaders also pull network participation by posting new announcements, events, and discussion items in the portal keeping the network rattling helps sustain members interest. Another strategy for member engagement involves incorporating network use into day-to- day jobresponsibilities. Deliberately designing the network through business planning makes activities more relevant to individuals the intersection between network activities and daily business functions is expanding. The goal is to link part of an individuals deed expectations to network participation, which boosts engagement as well as know ledge sharing. take exception WITH THE NOESAll 120-plus networks arc global, and this can present some challenges. The knowledge-sharing team works with the network leaders and network core teams to address these challenges as they arise. One such challenge is the cultural differences among various regions with regard to sharing knowledge. Whereas most Westerners are evenhandedly comfortable with posting questions and comments to ask and discuss forums, engaging members in the Asia-Pacific region can be more difficult because employees from these cultures arc less comfortable singling out individuals. center field team members in these regions work diligently to build network participation. Time zones present another challenge for global networks. realistic meetings are scheduled in the early morning or the evening to equip different parts of the world and can be repeated at 12-hour intervals if needed.Roles some(prenominal) hundred employees across ConocoPhillips work on knowledge-sharing activities, most of them part-time. As mentioned, the core knowledge-sharing team supports network activities, and six full-time resources help manage networks. Each network is suppor t by a network sponsor and leader, a core team, network members, and subject upshot experts.Network SponsorsA network sponsor provides overall guidance and visibility for the network. Sponsors are influential senior-level managers from organization-wide business streams. They batten down funding and help set direction and strategy with community leaders. A network sponsor also helps create and pull down the networks business case and verify buy- in with business unit leaders. He or she supports the network through executive briefings and communication with stakeholders. Sponsors appoint, coach, and support network leaders, including linking their performance to career progression. In gain, sponsors take in that network members community activities are acceptand rewarded within their business units and globally.Network leadershipNetworks of excellence are supported by network leaders who are selected by sponsors or business-unit leaders. These individuals are responsible for e nsuring that core team members, subject matter experts, and other network members understand the purpose of the community and their roles and responsibilities. They work most with the network sponsors to ensure that the focus of the network reflects business unit needs. Network leaders also seek feedback from core team members about network activity, communicate the value of participation, and solicit business unit feedback. In addition to checking the community portal for patiences and pushing new content to members and subject matter experts, leaders* expedite responses for portal-based questions in a timely manner* Direct Ask and Discuss questions to the provide subject matter expert or member* Encourage the regular use of content with questionsLeaders help train members on how to use the tools and resources available in the community. They also acknowledge member participation with awards, recognition, and performance feedback. The time spent on leadership activities varies by network. One individual may manage three networks and kick the bucket approximately 33 percent of his or her time doing this. Others may spend 20 percent of their time on managing one network, depending on other business demands. The role is integrated with job responsibilities it is not an additional role that leaders are expect to assume on top of their day-after-day functions. They dont put on another hat and slop doing their other jobs, said Miriam Fjellaker, network specialist. The role is integrated and helps them improve their other job functions. total Team MembersCore team members check the portal site daily for new submissions and developments and oppose to Ask and Discuss questions. They also set up alerts for members on key content areas. Core team members also * Work with network leaders and sponsors to make sure the needs and issues of the local business unit are adequately reflected within the scope and activities of the global network * conjure e-mail threads to the portal as much aspossible* run community activities to the business units * Empower and encourage members to use networks as part of their daily work processesNetwork MembersNetwork members are advance to select and join the networks that furbish up to their work. They are also encouraged to share knowledge, best practices, and lessons learned in the network portal and leverage network relationships to ask questions, get answers, and learn with global colleagues. font Matter ExpertsSubject matter experts share knowledge, best practices, and lessons learned in the network portal. They also work with the community and other subject matter experts to develop and agree on best practices. Being antiphonary is important, subject matter experts are encouraged to respond to Ask and Discuss questions relate to their areas of expertise as quickly as possible they are expected to use their expertise to move others forward. Subject matter experts also provide input to the network lea der and core team regarding how their areas of expertise should be addressed in the networks business case and other projects and initiativesTechnology for NetworksSharePoint is used across the enterprise to post questions and promote knowledge sharing. A dedicated team creates and manages portal sites and networks. All networks are standardized and have the same look and feel.Cultural Enablers for Sustaining NetworksNetworks at ConocoPhillips substitute in size, scope, and function. The goal, said Smith, is to uncover the bizarre personality of each network and promote a culture that works. You cant click your heels and change the culture leaders have to make it happen. The community leader is expected to brainstorm ways to bring into being the culture and increase engagement push alerts and responding to Ask and Discuss questions are important and help promote a culture that is conducive to sharing knowledge. Knowledge sharing is indirectly linked to ConocoPhillipss performanc e and incentive compensation structure. This link serves as a strong motivator for employees to act in knowledge sharing, and it demonstrates the organizational committedness to networks of excellence. Reward and recognition programs are designed to increase network participation. Specifically, a reward and recognition structure helps motivate employees to participate in networks and promotes a knowledge-sharing culture reproduction is another cultural enabler. ConocoPhillips has a number of training efforts that explain network functionality and potential. raisingThe Network University is the training vehicle that supports ConocoPhillipss network activities from launch to deployment Network University provides access to documents, presentations, and role descriptions that help form and substantiate networks. Quick links from the KM sept page provide overviews for new and experienced members. Users can also download a FAQ on networks or link to launch sites. The organization us es Network University to train network leaders. It provides detailed descriptions of roles and expectations related to network leadership.The more than 150 network leaders frequently go to the site for guidance on how to maintain networks at ConocoPhillips. In addition, less experienced network leaders are often paired with experienced leaders for mentoring purposes. New hires receive training on networks during the onboarding process. A 90-minute segment heads how to map to networks and how networks tap in to expertise across the organization to better share knowledge.Communication communication the value and purpose of networks of excellence is critical to sustaining engagement and appealing new members. According to Ranta, We recognise we had to get out there and tell our story if we wanted networks to succeed. The organization continues to increase communication efforts designed to spread the word on the value of networks. Network leaders and sponsors frequently communicate s uccess stories to network members. External validation is promoted across the organization. For example, a number of corporate magazine articles pillowcase the success of networks at ConocoPhillips. The organization publicizes these articles to luff the value of network activity.In 2009, ConocoPhillips was named a North American Most respect Knowledge Enterprise (MAKE), and this award was also communicatedacross the organization. Communication is so important to the overall success of ConocoPhillipss knowledge- sharing program that one of its full-time knowledge-sharing team members, Yvonne Myles, is the designated communications adviser. This individual supports the communication efforts of the networks of excellence along with communication initiatives that promote networks to the big organization and externally. Each network uses a portal to communicate activities and news. In addition to linking to key news and discussions, portals character award recipients and network lea ders.Participation Recognition do employees to participate in networks of excellence is critical. ball-shaped and local rewards programs recognize members for network participation. For example, the reputable Archimedes Award is presented to the top networks and success stories each year and recognizes regions for their knowledge-sharing behaviors. ConocoPhillips also collects collaboration success stories to highlight the business value of networks. To date, there are thousands of success stories that provide best business solutions.The stories are quality controlled and stored in the knowledge repository for future access. regional areas sometimes create their own awards. Other recognition programs are supported by peers and implemented across networks Peers may also nominate members for awards through the network portal. Online submission is quick and easy. Members are nominated for excellence in contributions, Ask and Discuss forum participation, and engaging others in truste d relationships. nearly networks of excellence have an award for outstanding discussions. Winners are celebrated on the network home page.KNOWLEDGE ONLINEKnowledge OnLine is a centralized digital hub for all knowledge sharing activities, resources, and intellectual property. It is accessed through the corporate portal. Within Knowledge OnLine, subject matter experts and community members maintain profiles that showcase their expertise. Each profile includes a member picture and incorporates technical background and project industry experience. Members attach current resumes to their profiles. They ask their experts to perform a search on their expertise to make sure they show up in the search results and it helps them to show theirexpertise Global excellence leaders develop and maintain functional networks (i.e., communities) that cross all business groups.They provide leadership for their respective knowledge communities. Specifically, global excellence leaders are responsible for best-practice approvals, beginning systems, and career paths for the organization, including training, required readings, and unique tools for that discipline. An additional debt instrument is career development. The role is prestigious after serving as global excellence leaders, many individuals become executives. Communities are supported by leaders, knowledge managers, a global core KM team, and subject matter experts. A centralized KM team oversees community activities and works closely with leaders, knowledge managers, and subject matter experts across the enterpriseStrategy for Sustaining Effective Networks of ExcellenceConocoPhillips KM program replicates its community, content, discussions, and pen approaches across its 42 functional and four corporate communities. It implies a global mind-set, with consistency of purpose and practice regardless of topic or geography. It implies designing KM so that each employee can tap in to the knowledge of the organization as a who le in order to respond to a clients needs. It also implies access to content and people from anywhere clients or employees need help to lap up a problem or enhance their skill. Knowledge communities are used to drive organizational transformation. In fact, communities are often created to fill a business need or knowledge gap and then decommissioned when they are no daylong relevant. A work-share community, for example, addressed practices and modus operandis that were required to work in New Delhi and Manila. Now these practices are embedded into daily work processes and incorporated into standard operating forces, and the community no longer exists. Similarly, a next-generation community is currently in place to explore future technology solutions.However, when next-generation technology is implemented and begins to become the de facto way to work, this communitys content will be migrated into appropriate mainstream communities for long-term stewardship. Communities also prov ide work process innovation. For example, practice and procedure modifys are managed and implemented in communities. A subject matter expert uses a discussion forum to collect suggestions or ideas to improve a procedure document. use feedback fromcommunity members, the subject matter expert will update a policy or procedure and review changes. This process helps gain buy-in for policy and procedure changes, as well as global buy-in for the practice. The approach also has an associated cost benefit. In the past, they had large budgets for this process. Today, they have set a goal of updating or reviewing trey of the practices using a fraction of the old budget.Communities also support more distributed project execution at fluorspar. The organization uses a project activity model to exposit activities and provide project management guidance. Using the community framework, members are able to update a map and provide color-coded areas of responsibility for more effective project e xecution. Communities can add training materials on how to assoil project activities, along with templates and descriptions. Another work process improvement is linked to the organizational communication strategy.The old practice was to scatter information about communities through the organizational hierarchy. However, not everyone saw those communications. Now communities give newsletters to the entire community membership. As a result, messages have a broader readership (greater penetration), which ultimately helps reap new members. Each message is sent as an e-mail with a link to the latest newsletter. This draws in employees who perhaps are not familiar with the system, thereby potentially recruiting new members. Employees frequently reply to messages and are encouraged to join a grumpy community as part of a routine follow up.Knowledge deprivation Risk AssessmentCommunities help in the identification of knowledge gaps or knowledge at riskthat is, knowledge that clevern ess be lost if the individual who possesses it retires from the organization. Fluor uses a knowledge-loss risk assessment process to determine the impact of retirement and resource gaps. The assessments also effectively communicate the potential impact of knowledge loss. Adapted from the Tennessee valley Authority model, the formula multiplies the retirement part (how soon) against the position risk factor (uniqueness of the individuals knowledge) to determine the total attrition factor.This process helps integrate knowledge sharing with human capital management by identifying when subject matter expertise is atrisk and when the organization should identify a successor or protg for a subject matter expert. criterion Networks of Excellence ConocoPhillipss knowledge-sharing team employs both objective and subjective tools to evaluate the health of the organizations networks, identify where weaknesses exist, and prescribe ways for network leaders to improve their networks. Measurin g the business impact of networks is a regular activity for the knowledge-sharing team and network leaders.Assessing Networks for comfort Success StoriesConocoPhillips believes that you manage what you measure. Keeping detailed records of business impact has served to galvanize sponsorship and attract and sustain membership to networks. One way the organization assesses business value is through validated success stories. Stories are submitted by employees and document cost savings, reduced cycle times, safety and environmental improvements, and other actual business benefits. A story may also identify a critical business or technical issue that was solved using the community. Each year, the organization collects success story nominations and selects the best examples of collaboration. Supervisors, regional representatives and the knowledge sharing leadership team review and validate each story, adding a value statement to provide quick snapshot of the business value provided. in one case success stories are approved, they are posted to the knowledge library where they can be accessed by other networks.BIBLIOGRAPHYwww.conocophillips.com/en.wikipedia.org/wiki/ConocoPhillipswww.apqc.orgwww.ibforum.comwww.aiim.orgwww.hrcommunication.comwww.zoominfo.com