Managing Knowledge in an Oil Exploration Office

Knowledge of operational activities, such as exploring, drilling, and producing oil, is critical to the success of BP Amoco Norge. In 1992, the author started a five-year post as a knowledge manager within BP Norge and, with the input of the exploration staff, built and applied a system of knowledge management and continuous improvement to all of the business activities. The author's role was to monitor and facilitate this system. The four key lessons learned are to get staff buy-in, involve management, have a knowledge manager to monitor and facilitate the system, and for knowledge management to be a visible part of the business process. It is important to maintain a knowledge bank and crucial to choose the right person to run it. [Download PDF]