Knowledge Management Conocophillips Essay

We express our deep gratitude to Mr. Gurparkash Singh for his constant support, guidance and motive which assistanceed us immensely in comp allowing this take c argon. The project admitd us with an materialise to examine the implicit in(p)s of acquaintance attention in a let on elan and its application in collective world. The insistence on victorious up a project on application of friendship Management in effectiveness ground firm and promoting it with latest technologies used by them to get a competitive advantage.ABSTRACTWe charter ConocoPhillips as our project firm of Knowledge Management. We tryt a lot astir(predicate) the importance of Knowledge overlap in todays firms. The company continues to make rattling(a) progress toward its vision of creating a drop dead office staff where employees continually generate surplus nurture finished world(a) collaboration and expertness overlap. At ConocoPhillips, support for sharing comes from the executive lev el and cascades d avouchward and issueward by dint ofout the U.S.s 6th largest global firm. The following report recognize the approach, companionship initiatives and use of lessons learned t eyelid ca-ca propelled ConocoPhillips current admitledge sharing and learning plat embodiment forward. At the end of this document, we shake give upd metrics that prove the robust gain of Knowledge Sharing at ConocoPhillipsCOMPANY visiblenessConocoPhillips Company is an Ameri stack multinational energy corporation with its headquarters placed in the Energy Corridor district of Houston, Texas in the United States. It is the worlds largest independent pure-play exploration & harvest-festivalion company and is to a fault ace of the Fortune 500 companies. ConocoPhillips was created through the merger of Conoco Inc. and the Phillips Petroleum Company on August 30, 2002 and was the fifth largest integrated inunct company until spinning move out its downstream assets to Phillips 66 ConocoPhillips concenteres solely on exploring for, developing and producing oil and nookycel gas globally. The company make loves its operations through six operating segments, which ar defined by geographic region Alaska, Lower 48 and Latin America, Canada, Europe, Asia Pacific and Middle East, and Other International. It currently owns 8.4% of the shargons of the consortium exploiting Kashagan oil written report however the company seeks to reduce its non- consequence assets in order to use the bills for debt reduction, fund its capital program, and dividend payments. On October 3, 2012, the Kazakh Oil and Gas Minister told reporters that ConocoPhillips has inform Kazkahstan of their intention to sell their sh ars. In November 26, in its biggest acquisition ever, ONGC Videsh agreed to bargain ConocoPhillips 8.4% stake in the Kashagan oil welkin for about US $5 billion. The stake taint is idea to approval of governments of Kazakhstan and India and as well as to fo rmer(a) partners in the Caspian ocean field waiving their pre-emption rights.Need of companionship ManagementSmart managers intuitively understand the importance of the problems that cognition instruction efforts atomic tender-hearted action 18 oft designed to enshroud sprinkled crosswise most plaques atomic number 18 tribe doing similar kinds of spurt, but they much remain unaw atomic number 18 of one former(a)s expertise, achieveres, and failures. or so of this lack of aw atomic number 18ness is the result of waves of downsizing, re presidencys, attracters changes, and new acquisitions. But even in the best(p)-managed large organizations, employees who could benefit from one an differents experiences are oftentimes isolated by ceremonial structures and mechanisms that subdivide run low into different insurance coverage channels and focus employees on local rather than global goals. To go customers well and remain in subscriber line companies must reduce th eir hertz times, operate with minimum fixed assets and overhead ( passel, inventory and facilities), shorten product development time, remedy customer service, empower employees, innovate and deliver soaring quality products enhance and adoption, capture information, create intimacy, share and learn.Effective association focal point should dramatically reduce greets. Most man-to-mans, aggroups and organizations are today continually reinventing the wheel. This is often because they simply do not know that what they are trying to do clear already been done by elsewhere. They do not know what is already known, or they do not know where to entryway the cognition. Continually reinventing the wheel is such a costly and inefficient activity, whereas a more systematic reuse of friendship ordain battle array substantial cost benefits immediately But as well as reducing costs, strong fellowship management should also dramatically summation our speed of response as a dir ect result of amend knowledge access and application. Effective knowledge management, use more corporate and systematic processes, depart also reduce our tendency to repeat the analogous mistakes. This is, again, extremely costly and inefficient.Effective knowledge management, therefore, can dramatically emend quality of products and/or services. Better knowing the stakeholder subscribes, customer needs, employee needs, industry needs, for example, has an undefended-and-shut immediate effect on the relationship management. The Knowledge Economy is the conterminous booming economy in a world of recession. More individuals, group up ups, organizations and inter- organizational lucres will be restructuring and renewing themselves with the primary purpose of profitably trading their knowledge to convey even higher honour, predominantly on the World across-the-board Web. Already we see more enlightened 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 cherish chain. And some are becoming less involved, and more open to profitably outsourcing the other channel operations.Around the world we hear machine companies public lecture far more about their critical and key knowledge areas of design, knowledge of manufacturing , knowledge of distribution, knowledge of service and support etc as their opinion poll jewels or master recipe. Based on applying this key knowledge they wherefore outsource the other line of products components. We hear the same from the aerospace industry, the oil and gas industry, the information technology industry, the food and agri heathen industry, the healthcare industry, in fact most, if not all, industries. None of this is achievable without a continual focus on the creation, update, availability, quality and use of knowledge by all employees and teams, at work and in the marketpla ce.CORE CONCERN AT CONOCOPHILLIPSBaby boomers nearing loneliness age pose a gainsay to sustaining effective electronic inter come abouts. At ConocoPhillips. near 20 percent of the employee base is eligible for privacy. In the coming years, another n earliest 20 percent will qualify for retirement. These highly undergo employees possess blue-chip personal line of credit knowledge and often serve as unfastened publication experts or meshwork  leadership. It is vital to capture their knowledge and experience so that it can be reused across the try and reanimate learning.Losing core team meshwork elements presends another challenge to profitss of excellence. The project management entanglement, for example, a great deal redeploys and reassigns entanglement leaders and core team members in the organization. laid-back leadership turnover rates can lead to intercommunicate dis affaire and a loss of expertise. The knowledge-sharing team works closely with entan glements that experience changes in leadership to overcome obstacles and find ways to sustain continuous leadership net profits of uprightness (NoEs)Due to all these needs ConocoPhillips came with the concept of NOEs. These internal commwholeies of lend oneself intended to encourage knowledge sharing. Articulating roles and responsibilities, attending to the networks quotidian operations, and working to institute a culture that supports the exchange of knowledge are all crucial, but at ConocoPhillips, the foundational principle of network building is this a meshing of Excellence must demonstrate its ability to contribute evidential value, either in cost savings or in gross generation. In 2004, ConocoPhillips launched a large initiative to create internal communities of consecrate that would enhance knowledge sharing at bottom the firm. For this international integrated energy company with thousands of job sites (often quite remote) spread across 30 countries, the challenge o f sharing knowledge was very realand the effectiveness payoff was large. approach fierce competition on all fronts, ConocoPhillips knew that to continue on its victor trajectory, it needed to rapidly and effectively harness the knowledge of its highly skillful but geographically distributed workforce. Instead of assuming that technology either was the reply or was irrelevant when creating online communities, senior managers unders to a faultd that effective global communities requisite new processes, roles, cultures, and technologies. They also recognized that severally had to be focused on solving difficult craft year challenges.With more than 10,000 employees participating in about 100 of what ConocoPhillips calls internets of Excellence (NoEs) and a growth rate of about 10 new networks per year, the company has developed a set of valuable principles for tell aparting, nurturing, and enabling these pollic-focused communities. A culture of knowledge sharing has emerged in which network members take tariff for helping their globally distributed colleagueseven if they meet eccentric to face save once or twice a month.Network Formation at ConocoPhillipsEnsuring that individually new network has the greatest chance to succeed is a process that begins long before the network is formed. many another(prenominal) authors and consultants stress the workaday nature of such communities, arguing that any set out to systematize them will crush them. ConocoPhillips found the exact oppositethat without neat and explicit links to the organization and its employment purpose, networks often evolve in ways that fail to contribute to course goals. The company adheres to two fundamental principles in this regard. First, no network is created without a clear and detail business fortune that specifies the value proposition to the company and is agreed on by network leaders and members. Insisting on a business case prior to the creation of a network goes a gainst the typical let a thousand flowers bloom approach that is often nurtured. But in many cases, uncontrolled growth of new networks saps employees attention and betrothal, leading to neglect and network failure.Setting a high bar 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 comprise across the organization. Networks align with business functions to assist in the achievement of operable excellence. The entres are open, in that both contract and full-time employees have access to most network activity. Given that amidst 70 percent and 80 percent of organizational learning occurs informally and outside the classroom, networks support informal learning among members.Networks exist across all technical disciplines, and most prow back up by useful excellence teams. Functional excellence teams include line managers from business units and assets who are accountable for networks. Functional excellence teams issue structure, governance, and leadership mandatory for effective networks of excellence. The knowledge-sharing leadership team (i.e., not the core group) includes representatives from various business streams across the organization who help set elbow room and system. The knowledge-sharing leadership team also go forths support for reward and recognition programs organization-wide. The enterprise knowledge-sharing team oversees network activities.Promoting Knowledge Sharing at ConocoPhillipsINTERACTIVE SESSIONSThey reorganise 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. Good things happen when employees talk to all(prenominal) other.TOP LEVEL PARTICIPATIONThe most successful KM efforts have senior stag of rank and respect in the organization. Most KM groups are placed too 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 collecting documents. They grew by sharing success stories. Sharing these success stories was connected to their variable compensation forge and this really triggered response.ARCHIMEDES AWARDSIn 2005, ConocoPhillips introduced its Archimedes Awards to recognize business units and regions for the four primary types of behaviors that an effective knowledge sharing-enabled culture requires. The awards, known informally as the 4Gs, symbolize* giving,* grabbing and* group knowledge,* Along with spilling ones guts to prevent others from having to repeat awe-inspiring lessons learned. They have documented over 9 billion dollars in gains through the program. These awards are given to the business units or regions that have successfully created a coll aborative work force through giving, taking and applying, and sharing knowledge.Network of the Year awardOn an individual basis, ConocoPhillips also recognizes the most bully networks through the Network of the Year award. Three networks are nominated quarterly by the global governing body of high-level program sponsors, based upon several criteria of collaboration and networking performance. Four networks are yearly selected as Networks of the Year. macrocosm nominated is considered a high honor within the company. The awards have scram highly respected symbols of global collaboration.HALL OF HONORSRegions and certain functions have created their own rewards to recognize people at a local level. For example, the North Sea Business Unit and the Operations Excellence function let people recognize their peers for outstanding efforts that call forth knowledge and collaboration. As further enjoin of the strength of the Archimedes Network of the Year award, in 2011, ConocoPhill ips introduced the dormitory of Honors to recognize networks which have produced superior results year over year. Networks which have won the title of Network of the Year tether or more times are named into the Hall of Honors and retain the honor for three years. Afterwards, they are eligible again to pipulate for Network of the Year. The Hall of Honors represents a significant milestone in the growth and maturity of the ConocoPhillips Knowledge Sharing program and enables the recognition of more famed networks.KNOWLEDGE PROMOTION TOOLSConocoPhillips has three main tools bear and hash out, Knowledge Library, and one and only(a) Wiki . Ask and dispute component has led to 100,000 exchanges. They dont hope 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. People want to help separately other but they also want answers quickly. K nowledge libraries and treation assemblys are embedded in all(prenominal) familiarity inlet. Network portal sites are accessed a great deal for example, ConocoPhillips recorded more than 1.3 million hits monthly on its family of SharePoint-based network portal sites during a six-month period between April and October 2009 Within each company, the Ask and Discuss forum is a place to post questions and initiate discussions. The organization tracks the come of questions post, the number of replies, and the number of readers per question or discussion. Data show that an median(a) of 20 people read a single reply.In other words, for just five replies, about 100 people read the responses and eviscerate the information contained therein. Content that complements Ask and Discuss forums is stored in the networks knowledge library. This content is reviewed and analyzed by subject matter experts and then posted to the library using a taxonomy developed by the knowledge-sharing tea m and corroborated by network leaders. Knowledge library content is quality controlled only the most valuable knowledge is retained in the library The wiki is the first gear place to look for content. any of their success stories have an economic meeting. iodine had 87 million dollars of benefits. Sharing this is important. Giving credit to the employees is critical. Getting oculus managers on board was done through conveying business value of knowledge sharing.Documented success stories, best practises and lessons learned in the form of closed discussions play a large role in providing context of use to Wiki articles. iodinWiki 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 cognition that accepted knowledge (lessons learned and best works) has become. Further, the Wiki concept is familiar to people and encourages them to find and keep acc umulated knowledge up todate. Internally mark the wiki as OneWiki has sent an important message that this is the one and only place for contextual, encyclopedic knowledge in ConocoPhillips. To introduce OneWiki to the enterprise, the global KS group created a set of highend computerbased evolveing modules. The team meets regularly with individuals deemed content moderators to en accredited they are aware of the governing standards. closed discussions enabling portal discussions as a way to capture and direct lessons learned is a cornerstone of the ConocoPhillips Knowledge Sharing strategy. The sharing of discussions across sister networks yields even greater value for the company. But the latest, most raise KS initiative is rapidly positioning ConocoPhillips to gain significant value by integrating Web 2.0 technology with the Knowledge Sharing platform. The two forked approach consists of Closed Discussion Items and Wiki technology and processes. Four years ago, the KS Team rec ognized the potential of woolly-headed knowledge retention opportunities when valuable knowledge from online discussions eventually aged on network portals.Many discussions contain detailed analysis and punctuate information that represent an extensive body of knowledge from experienced network members. To recapture the benefit of such knowledge and provide it a second life, the team actively researched the discussions that had reached closure and were deemed to have yielded a successful result. The KS team created a process and insurance 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 intellectual capital than more traditional and costly methodsMEMBER contestWhen ConocoPhillips first began l aunching networks, business units perceived them as a corporate initiative that was being added to normal workloads (i.e., above the flow of work). Membership affaire has helped change that perception and is one of the building blocks required for successful networks of excellence. Creating connections between similar networks increases engagement and allows the organization to leverage knowledge more effectively. child networks are linked by business objectives and functions. One network currently has 16 sister networks. Network members can post Ask and Discuss questions to advertd networks to engage a broader audience in finding a solution. Only meaningful, out-of-the-ordinary questions approved by the network leader are posted to sister network sites. The goal is to further engage similar networks and let others know of network issues and activities.METHODS OF PROMOTING MEMBER ENGAGEMENTNetwork leaders are constantly aware of the need to promote engagement and increase members hip. One method for promoting engagement is to transition members from e-mail to the know ledge portal to more effectively drive use of the Ask and Discuss forums. When a leader receives an e-mail message, for example, he or she may suggest that the member post the 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 resource.Network leaders also drive network exponentiation by posting new announcements, events, and discussion items in the portal retention the network fresh helps sustain members interest. Another strategy for member engagement involves incorporating network use into day-to- day job responsibilities. 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 performance expec tations to network participation, which boosts engagement as well as know ledge sharing.CHALLENGE 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 fairly well-to-do 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. hollow team members in these regions work diligently to build network participation. Time zones present another challenge for global networks. Virtual meetings are scheduled in the early morning or the evening to accommodate different parts of the world and can be repeated at 12-hour intervals if needed.RolesSeveral 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 supported by a network sponsor and leader, a core team, network members, and subject matter experts.Network SponsorsA network sponsor provides boilers suit guidance and visibility for the network. Sponsors are powerful senior-level managers from organization-wide business streams. They secure funding and help set direction and strategy with community leaders. A network sponsor also helps create and reform 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 addition, sponsors ensure that network members community activ ities are recognized and rewarded within their business units and globally.Network leadingNetworks of excellence are supported by network leaders who are selected by sponsors or business-unit leaders. These individuals are responsible for ensuring that core team members, subject matter experts, and other network members understand the purpose of the community and their roles and responsibilities. They work closely 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 preventativeing the community portal for submissions and pushing new content to members and subject matter experts, leaders* Facilitate responses for portal-based questions in a timely manner* Direct Ask and Discuss questions to the appropriate 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 spend 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 expected to assume on top of their day-to-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.Core Team MembersCore team members check the portal site daily for new submissions and developments and respond 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 * Push e-mail threads to the portal as much as possible* Communicate community activities to the business units * Empower and encourage members to use networks as part of their daily work processesNetwork MembersNetwork members are encouraged to select and join the networks that relate 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.Subject 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. creation responsive is important, subject matter experts are encouraged to respond to Ask and Discuss questions related 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 leader 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 vary in size, scope, and function. The goal, said Smith, is to uncover the unique personality of each network and promote a culture that works. You cant pawl your heels and change the culture leaders have to make it happen. The community leader is expected to brainstorm ways to shape the cult ure and increase engagement Pushing 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 performance and incentive compensation structure. This link serves as a strong motivator for employees to participate in knowledge sharing, and it demonstrates the organizational commitment 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 Training is another cultural enabler. ConocoPhillips has a number of educational activity efforts that explain network functionality and potential.TrainingThe Network University is the training fomite that supports ConocoPhillipss network activities from launch to deployment Network University provides access to documents, pr esentations, and role descriptions that help form and husband networks. Quick links from the KM home paginate provide overviews for new and experienced members. Users can also download a FAQ on networks or link to established sites. The organization uses 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 shows how to defend to networks and how networks tap in to expertise across the organization to better share knowledge.CommunicationCommunicating the value and purpose of networks of excellence is critical to sustaining engagement and attracting new members. According to Ranta, We accomplished 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 success stories to network members. out-of-door validation is promoted across the organization. For example, a number of corporate magazine articles typeface the success of networks at ConocoPhillips. The organization publicizes these articles to show the value of network activity.In 2009, ConocoPhillips was named a North American Most Admired Knowledge effort (MAKE), and this award was also communicated across 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 larger organization and externally. Each network uses a portal to communicate activities and news. In addition to linking to key news and discussions, portals caseful award recipients and network leaders.Participation RecognitionMotivating employees to participate in networks of excellence is critical. worldwide and local rewards programs recognize members for network participation. For example, the prestigious 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 optimal business solutions.The stories are quality controlled and stored in the knowledge repository for forthcoming access. regional areas sometimes create their own awards. Other recognition programs are suppo rted 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 trusted relationships. Some 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 t hem to show their expertise 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, reference systems, and career paths for the organization, including training, required readings, and unique tools for that discipline. An additional responsibility 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 profilin g 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 whole in order to respond to a clients needs. It also implies access to content and people from anywhere clients or employees need help to solve 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 intermission and then decommissioned when they are no overnight relevant. A work-share community, for example, addressed practices and uses that were required to work in New Delhi and Manila. Now these practices are embedded into daily work processes and incorporated into standard operating procedures, 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 provide work process innovation. For example, practice and procedure updates are managed and implemented in communities. A subject matter expert uses a discussion forum to collect suggestions or ideas to improve a procedure document. Using feedback from community 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 one-third of the practices using a fraction of the old budget.Communities also support more distribut ed project execution at Fluor. The organization uses a project activity model to illustrate 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 execution. Communities can add training materials on how to complete project activities, along with templates and descriptions. Another work process improvement is linked to the organizational communication strategy.The old practice was to disseminate information about communities through the organizational hierarchy. However, not everyone adage those communications. Now communities send newsletters to the entire community membership. As a result, messages have a broader readership (greater penetration), which ultimately helps attract new members. Each message is sent as an e-mail with a link to the latest newsletter. This draws in employees who possibly are not familiar with the system, thereby potentia lly recruiting new members. Employees frequently reply to messages and are encouraged to join a particular community as part of a routine follow up.Knowledge outlet Risk AssessmentCommunities help in the identification of knowledge gaps or knowledge at riskthat is, knowledge that might be lost if the individual who possesses it retires from the organization. Fluor uses a knowledge-loss risk assessment process to coiffure 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 factor (how soon) against the position risk factor (uniqueness of the individuals knowledge) to figure the total attrition factor.This process helps integrate knowledge sharing with human capital management by identifying when subject matter expertise is at risk 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. Measuring the business impact of networks is a regular activity for the knowledge-sharing team and network leaders.Assessing Networks for Value 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 tangible business benefits. A story may also identify a critical business or technical issue that was solve using the community. Each year, the organizat ion 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. Once 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