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The Power of ConnectionsJune 2013Dan Ranta“Driving Business Excellencewith Purposeful Collaboration”
ConocoPhillips: Company OverviewConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natu...
External RangeHistory of ConocoPhillips2000 2001 2002 2003 2004 2005WilhelmshavenRefinery2006 2007CanadaARCO Alaska2008LUK...
2004 2005 2006 2007 2008PreviousNetworks –DownstreamandUpstream(FETs & NETsCreated)KSStrategy/UpstreamGlobalAwards4-GsUpst...
KS Provides a Strategic AdvantageNetworks of Excellence 105+ Enterprise-wide technical expertise networks have 100 to800+ ...
FORMAL INFORMALFrameworksRolesMethodologiesProcessesAccountabilitiesBusinessDeterminesBalanceFunctional ExcellenceBalancin...
7Purposeful Collaboration provides Competitive EdgePurposeful Collaboration provides Competitive Edge Purposeful collabor...
8Knowledge Library OneWikiAsk & DiscussEnhanced• Expert problemsolving…globally• Questions & answersfor challenges• Where ...
Sister Network Sharing – powerful “horizontal”INTEGRATIONWellsExcellenceITOperationsExcellenceTechnologySubsurface Excelle...
Knowledge SharingLineOrganizations:Results&RewardsConocoPhillips has a matrix organization• Allows sharing more readily ac...
 Will Be: Values Based Performance- and results-driven Focused & aligned Efficient & non-bureaucratic Empowered & co...
Knowledge Sharing at ConocoPhillipstransformationalservicesCollaborative jamsVisioning strategysessionsTurning strategy...
132012 Advance Working Group Study2011 – “Excellence in engagementand participation for knowledgesharing and collaboration...
Leadership & Sponsorship must be active -- People respondpositively when their supervisors are supportiveWe learn from eac...
Leadership / Governance / Communications•KS Strategy / Vision – clear roadmap refreshed regularly by business input•KS Fun...
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Dan Ranta - Power of Connections at ConocoPhillips

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Dan Ranta - Power of Connections at ConocoPhillips

  1. 1. The Power of ConnectionsJune 2013Dan Ranta“Driving Business Excellencewith Purposeful Collaboration”
  2. 2. ConocoPhillips: Company OverviewConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natural gas liquids, liquefied natural gas and bitumen on a worldwide basis.Key focus areas include safely operating producing assets, executing existing major projects and exploring for new resources in promising areas.The portfolio includes legacy assets in North America, Europe, Asia and Australia; growing North American shale and oil sands businesses; a number of majorinternational development projects; and a global exploration program.ConocoPhillips conducts exploration activities in 19 countries and produces hydrocarbons in 13 countries, with proved reserves located in 15 countries as ofDec. 31, 2011.Headquartered in Houston, Texas, ConocoPhillips has operations in almost 30 countries.As of December 1, 2012, the company had almost 17,000 employees worldwide.Footnotes
  3. 3. External RangeHistory of ConocoPhillips2000 2001 2002 2003 2004 2005WilhelmshavenRefinery2006 2007CanadaARCO Alaska2008LUKOIL2013+Repositioning
  4. 4. 2004 2005 2006 2007 2008PreviousNetworks –DownstreamandUpstream(FETs & NETsCreated)KSStrategy/UpstreamGlobalAwards4-GsUpstreamNetworkModelFunctional Excellence (continuous improvement)Communication& Training− SemanticAnalysis(Content)− DiscussionSharing2009Enterprise-wideKS ProgramDefiningNewConocoPhillipsEmphasisonIntegrationExpertiseLocationNetworkImpactAssessmentsHR/LearningLinkageFocus onConnectingPeople2010 2013-4KS Vision – 2014Knowledge Sharing JourneyOneWikiPilot andLaunch2011− “New Edgein Know-ledge”published− GlobalMAKEAward2012Repositioning1990s-2003SuccessStoriesNetworks 2 40 60 100 130 150+KS University105+
  5. 5. KS Provides a Strategic AdvantageNetworks of Excellence 105+ Enterprise-wide technical expertise networks have 100 to800+ members each (all networks sanctioned by the business)Network Membership About 40,000 Total Network Members (13,000+ unique)Global Collaboration Over 130,000 instances of peer-to-peer problem solving in thelast 7 years – key source of business value; nearly percent ofemployees reading Network sites (Learning)Collaborative Culture Focus on knowledge capture and re-use to retain criticalknowledge and overcome demographic challengesBusiness Impact $100s of millions of documented savings – (2004 – present)External Benchmarkingand Recognition– 2005, 2010 Spirit Award– 2009 – 2012 Most Admired Knowledge Enterprise (MAKE) WinnerKey Measures and ResultsVision: A workplace where employees continuously deliver additional valuethrough global collaboration and expertise sharing.
  6. 6. FORMAL INFORMALFrameworksRolesMethodologiesProcessesAccountabilitiesBusinessDeterminesBalanceFunctional ExcellenceBalancing the Formal and InformalAdaptable NetworksAgile InteractionsCollaborationInnovationBusiness 2.0Help employees handle situations that do not fit cleanly into establishedprocesses and structuresLeadership BehaviorsDiversity of ThoughtOrganizational Transparency
  7. 7. 7Purposeful Collaboration provides Competitive EdgePurposeful Collaboration provides Competitive Edge Purposeful collaboration for global functions, disciplines and networksis aligned with value for Business Units and Functions Other Knowledge Sharing is also valuable Key is for global networks to set goals with measurable deliverablesCOLLABORATIONTIMEVALUEPurposeful Collaboration
  8. 8. 8Knowledge Library OneWikiAsk & DiscussEnhanced• Expert problemsolving…globally• Questions & answersfor challenges• Where know-how andknow-what is shared• Sharing acrossnetworksSponsorSMEMembersCore TeamLeaderNetwork ofExcellenceNetwork ofExcellenceNetwork ofExcellence• The 1stplace to lookfor subject overviews• Collective know-how,know-what, know-why• Knowledge “in context”• Global LearningKnowledge Architecture / CultureDocumented Knowledge• Reusable internal andexternal content• Lessons learned &Best practices• Closed discussions• Guidelines
  9. 9. Sister Network Sharing – powerful “horizontal”INTEGRATIONWellsExcellenceITOperationsExcellenceTechnologySubsurface ExcellenceHSEFunctionsProcurementProject DevelopmentMarine
  10. 10. Knowledge SharingLineOrganizations:Results&RewardsConocoPhillips has a matrix organization• Allows sharing more readily across boundaries (advantage)• Allows for specialization and career progression (advantage)• Requires coordination to ensure priorities are managed (challenge)• Requires effective leadership behavior (challenge)Combination of Verticaland Horizontal workpatterns create:Sustainable BusinessValueEmployeesGlobal FunctionsFunctions / Networks: Work Performance & QualityGlobal DisciplinesGlobal Networks
  11. 11.  Will Be: Values Based Performance- and results-driven Focused & aligned Efficient & non-bureaucratic Empowered & collaborative Inspired & fun Collaboration is vital to our success as an agile independent Spread the word…culture changes happen one person at a time
  12. 12. Knowledge Sharing at ConocoPhillipstransformationalservicesCollaborative jamsVisioning strategysessionsTurning strategy intoactionWikithons
  13. 13. 132012 Advance Working Group Study2011 – “Excellence in engagementand participation for knowledgesharing and collaboration”2009 – “Excellence in sustainingeffective communities of practice”2005 & 2010 – Spirit of PerformanceKnowledge Sharing & BusinessPartners2009 – 2012 – Most AdmiredKnowledge Enterprise (MAKE)AwardsAward-winning program
  14. 14. Leadership & Sponsorship must be active -- People respondpositively when their supervisors are supportiveWe learn from each other and through stories (Know-how and Know-what) – and this is great way to measure resultsKnowledge accumulates in Networks – that’s got to be the focusTechnology alone does not change behaviorContext is more important than contentKnowledge is not free; it requires development, maintenance andtransfer / absorption costsNothing significant happens without trustFocus mainly on connecting people and local knowledgeMake it part of personal business goals / commitmentsRegular follow-up and health checks are essentialUse Continuous Business Improvement as a key driverBest Practices – Keys to Creating a World Class KS Culture
  15. 15. Leadership / Governance / Communications•KS Strategy / Vision – clear roadmap refreshed regularly by business input•KS Function / Team – highly motivated, customer oriented KS Team•Governance – strong functional and regional leadership support (KLST)•Communications – relentlessly obsessing about our 10-year journey – internally and externally in•myriad of publications (including internal branding)•External Benchmarking & Awards – reciprocal sessions and MAKE awardsBusiness Focus•Business Value – high business value ($100s millions of ENCF impact)•Continuous Improvement – focus on “Functional Excellence”•Transformational Services – Visioning, Jams, WikithonsEngagement with Employees•Knowledge Sharing Culture / Sponsorship – unanimous EVP support for KS culture•Rewards and Recognition – highly coveted Global Awards for KS•Collaboration – high usage of our 100+ Networks and cross-network focus (very sticky)•Training – regular sessions face-to-face and virtual (KS University)•Innovation from Consulting Support – engage excellent consulting services (best technology)Focus on Learning and Quality Content•Learning Organization – 125,000+ instances of peer-to-peer problem solving and 75 percentreadership across all employees•Intellectual Capital – with semantic analysis and OneWiki solutionsBest Practices – Keys to Building a World Class KS Program

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