Gic2012 aula7-ingles
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Information & Knowledge ManagementClass 7: Success Stories
Marielba ZacariasProf. Auxiliar DEEI
FCT I, Gab 2.69, Ext. [email protected]
http://w3.ualg.pt/~mzacaria
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Summary
Shell
BAE
NSF
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ShellEarly ’90s
Opportunity of exploring oil in deep waters
Challenge: Never been done
Need of:
Assess current technology use
Innovate & learn more
Review business practices & communication styles
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At the beginning..
Deep water division same as other Shell teams
2 units
exploration
determine field potential value
production
develop project
Teams aligned with functional skills
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CommunicationDue to dimension & inmaturity
Communication among units is critical but...
hindered by formal protocols
Hard, complex and slow communication
Maps done by exploration had to be “adjusted” by production
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Reorganization I
Division reorganized in 3 units based on geographical areas
Multidisciplinar teams with a single team leader
Number of members & structure varies througout the project
excepting core members
Responsible for all project life cycle including financial aspects
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Re-organization I
project 1 project 2
exploration
production
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ResultsWays of working and communicating changed
Individuals more conscious of the impact of their work on others
Creative thinking
Different individual & grupal dynamics
focus on global goals
negotiating attitude
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Reorganization IICreation of a central group with “core” competencies of Shell with experts of each functional area
Team support
Problem:
Comunication among specialists reduced a lot
There were no formal communication processes among teams
Fragmented and dispersed documentation, in different formats
40% time searching for it
information management problem
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Re-organization IIICreation of CoP for each functional area
regular discussion forums
sharing standards within teams
Use of web technologies web to
Knowledge capture and difussion
Knowledge repositories distributed with “push” model
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Results II
Push Model did not work
Extended with pull model
Each community has a leader functioning as a “knowledge steward”
Each community was autonomous but a standard practice emerged
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Global Results
Cost reduction and quality improvement
Replication of good practices
Sharing of ways to avoid errors
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BAE
Manufacturing of defense and aerospatial systems
To adapt itself to market changes, BAE decided to change its culture
Managers got together in a discussion forum
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Forum conclusionsPeople most valuable asset
client first priority
future in partnerships
innovation & technology source of competitive advantages
performance needs to be measured to guarantee success
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Forum ResultsConclusions discussed with all “middle managers”
“Value Statements” formulation
Creations of groups to address each statement
Group responsible for defining and disseminating list of values based on each statement
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Assessment Instrument
Definition of instrument to assess if behavioral patterns were compatible with the defined list of values
Instrument supported by intranet
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Training
1500 manager have a training program providing an understanding
of the business
of the team role
of the manager role in the organization
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Virtual UniversityPartnership with knowledge management experts
Virtual University
Collaborative forum
captures & disseminates good pratices and other contents
explicit (written good pratices)
tacit (expert identification)
Experienced managers of each unit play the role of directors
Life-long corporative learning center
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InfoglutIn 1999
300 good practices
In 2000, regular learning session
140 presential participants
1400 online participants
30 min every day in searching information
60% spent 1h in duplicating information
Intermediation & Internalization Tools
facilitate & speed information search
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Results
ROI not estimated
Managers think goals were achieved
Connected people in different places working in similar problems
Instead of separated groups, now works as a single organization
BAE went from fourth to second place world wide in its sector
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Norke Skog Flooring
European manufacturer of floor materials
Created an innovative material categorization
Need of showing the benefits of this categorization to the market
Solution: colaboration
Partnership with Celemi
tools supporting product launch & branding
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NSFMarketing tool that showed distributors, installers, and retailers in a personalized and interactive fashion, the advantages of NSF categorization
Does not “push” information
Allows discovering what the salesman needs in a “just in time” approach
Provides knowledge in personalized sessions according to the salesman backgroun acordo a background and education level
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Learning process
Create interest
Provide just-in-time information
Exercises
Provide conclusion points and notion of goals achieved
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TSF Results
50% increase in product sales
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Tool Section
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Innovation Cast
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Innovation Process Management
Desafios e campanhas de inovação
Gestão de ideias
Oportunidades de inovação
Projetos de inovação
Gestão de prémios e reconhecimentos
Analítica de inovação
Ferramentas de colaboração
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Idea Management
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Colaboration
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Project Management
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Analytics
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Wikis
Wiki = fast (hawaian)
Website
Criação e edição de páginas web interligadas
Usando
wysiwyg
html
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PBWorks