Knowledge Management Initiatives at British Petroleum

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Case Details:

Case Code : ITSY026
Case Length : 11 Pages
Period : 1994 - 2002
Pub Date : 2003
Teaching Note :Not Available
Organization : British Petroleum
Industry : Petroleum
Countries : UK

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Introduction Contd...

In December 1994, BP launched the Virtual Teamwork Project (VTP), its first major knowledge management (KM) initiative. Later the company launched a series of KM initiatives, which yielded excellent financial results for its business operations.

Following the successful implementation of VTP, BP launched various KM tools such as Peer Assist, After Action Review, BP Connect, Retrospect and Human portal. BP became one of the first few companies to treat KM as a separate discipline when it established a Knowledge Management Team (KMT) in 1997.

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Analysts felt that one of the main reasons for the success of BP's KM initiatives was the enthusiasm displayed by the employees in knowledge sharing and in applying various KM tools in their work.

Commenting on the significance of BP's KM initiatives, David Negal, the head of BP's gas unit in Egypt, said,

"The model here (at BP) is an open market of ideas and people develop a sense of where the real expertise lies.

Rather than having to deal with the bureaucracy of going through the center, you can just cut across to somebody in Stavanger [Norway] or Aberdeen [Scotland] or Houston and say, 'I need some help. Can you give me a couple of hours?' And that is expected and encouraged."³...

Excerpts >>

3] As quoted in the article, "Introducing T-Shaped Managers," by Morten T Hansen, Harvard Business Review, dated March 2001.

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