Proceedings of the 12th European Conference on Knowledge ...

Oscar Guerra and Janeth Rojas
According to Sonia Castro y Oscar Guerra´s in 2010, when ECOPETROL was restructured and
converted in an integrated company in <strong>the</strong> petroleum value chain, adopted <strong>the</strong> APQC (American
Productivity and Quality Center) model to implement its new KM strategy, which was designed as a
mix <strong>of</strong> <strong>the</strong> best practices selected among approaches <strong>of</strong> its different former business units. In that
way, it was established at first time <strong>the</strong> “General Policy for Knowledge and Technology Management
at ECOPETROL” as a unique vision this vision contain: <strong>the</strong> statement, a basic principles, roles and
responsibilities <strong>of</strong> key figures and means <strong>of</strong> communication and coordination.
After that, a corporative program was structured to implement that unique vision, including initiatives
for:
Converting principles to operating elements.
Institutionalize roles and responsibilities.
Install and operate <strong>the</strong> means <strong>of</strong> communication and coordination for <strong>the</strong> purpose to facilitate <strong>the</strong>
implementation and operation <strong>of</strong> KM Strategy.
Tacit knowledge identification, capture and dissemination within <strong>the</strong> company through a
structured method, from people who could leave <strong>the</strong> company for <strong>the</strong> retirement benefit according
to <strong>the</strong> Colombian law.
Develop KM pilots on critical knowledge areas (key practices) defined by <strong>the</strong> top and medium
managers, with a methodological measurement model as a guide.
Install complementary strategies in human resources, information technology aspects and KM
methods and tools, in order to leverage <strong>the</strong> cultural change, <strong>the</strong> development <strong>of</strong> KM pilots and <strong>the</strong>
institutionalization <strong>of</strong> <strong>the</strong> model.
3. Used process description
This article describes <strong>the</strong> six steps used in ECOPETROL, and helped implement <strong>the</strong> actions to
mitigate <strong>the</strong> risk <strong>of</strong> loss <strong>of</strong> consciousness in most <strong>of</strong> <strong>the</strong> selected cases.
Identify <strong>the</strong> population with high risk <strong>of</strong> decoupling
Identify <strong>the</strong> key knowledge <strong>of</strong> each person and <strong>the</strong>ir main functions and processes
Assess <strong>the</strong> criticality <strong>of</strong> knowledge
Awareness <strong>of</strong> <strong>the</strong> people involved
Trainer <strong>of</strong> Trainers Workshop
Design Knowledge Transfer Plan
3.1 Identification <strong>of</strong> population with risk <strong>of</strong> decoupling
Although <strong>the</strong> loss mitigation knowledge initiative comes at ECOPETROL about <strong>the</strong> high number <strong>of</strong>
people who can retire, this article suggests including people with <strong>the</strong> following characteristics:
People with retirement expectations in a time less than or equal to three years
People with temporary contracts
People with permanent contracts with less than five years old
Persons applying for succession planning or area change request
People with key knowledge for development and sustainability <strong>of</strong> <strong>the</strong> processes
3.2 Identification <strong>of</strong> key knowledge
To identify <strong>the</strong> key knowledge <strong>of</strong> <strong>the</strong> people selected in <strong>the</strong> previous item, its main activities, functions
and processes in charge, we suggests a survey <strong>of</strong> 360 ° to be evaluated by <strong>the</strong> immediate supervisor,
an employee and a customer, people selected, and likewise <strong>the</strong> survey must be evaluated by <strong>the</strong>
people selected. In this way it has to have at least three different views about <strong>the</strong> key knowledge <strong>of</strong>
<strong>the</strong> people selected.
Figures No. 4 and No. 5 show <strong>the</strong> documents suggested to conduct <strong>the</strong> survey <strong>of</strong> 360 ° as an
evaluator and evaluated version, respectively.
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