Knowledge Management Initiatives at British Petroleum|IT and Systems|Case Study|Case Studies

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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Excerpts

The Virtual Team Work Project

BP, which was founded in 1909 as the Anglo-Persian Oil Company in Iran, had emerged as one of the leading oil exploration companies in the world. Its primary activities included exploration and production, and refining and marketing of oil and gas (through its network of subsidiaries engaged in the chemical, exploration, gas, power and solar industries)...

Formation of Groups

The clients were allocated to five different groups (Refer Table I) selected for the VTP. The groups were selected on the basis of the clarity of their operational goals and nature of the work performed by them...

IT and Systems Case Studies | Case Study in Management, Operations, Strategies, IT and Systems, Case Studies

The Challenges Faced

BP faced some challenges during the initial phase of the implementation of VTP. The company realized that the peer groups were not providing the expected value addition for BPX...

The Benefits Reaped

The VTP turned out to be a successful initiative for BP; positive results were experienced by all groups, except the virtual petrotechnical group. The failure of the virtual petrotechnical group was attributed to the lack of training...

The Follow Up

In 1995, Browne was appointed CEO of BP. Encouraged by the success of BP's first KM initiative - VTP - he decided to implement KM across the entire organization. For this purpose, a global task force was created in late 1996, whose objective was to devise a formal KM strategy for BP...

Emissions Trading at BP

In the mid-1990s, the governments of several countries across the world as well as corporates expressed concerns over environmental issues such as global warming and the emission of harmful gasses into the atmosphere...

The Emission Trading System at BP

At BP, each business unit was allocated emission reduction targets (for example, X business unit had to reduce emissions by Y metric tonnes). These targets were allocated in the form of units, referred to as 'allowances.'...

Exhibit

Exhibit I: BP's Framework for Knowledge Management


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