Analisi - knowledge management case studies - Aetnanet

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Exploration and Production Research and Technical Services +/- 1,000 employees Royal Dutch/Shell Group of Companies Shell International Exploration and Production Exploration and Production Operating Units +/- 30,000 employees Figure 1 Relation of Shell International Exploration and Production to Royal Dutch/Shell Group of Companies Research and Technical Services Research and Technical Services is a service company which provides advice and services to the operating companies. It’s sub-divided into two parts: Research & Development and Consultancy. One of these consultancy groups is New Ways of Working (NWW), which consists of +/- 10-14 people including 5 Information Technology consultants. Operating Units These units search for oil and gas fields by means of seismic surveys and exploration wells; develop economically viable fields by drilling additional wells and build the infrastructure of pipelines and treatment facilities necessary for delivering the hydrocarbons to the market. Shell is either shareholder or shareholder and operator of these units, in the last case all staff is Shell staff. Shells operating units are (from large to small) 14 : • NAM (The Netherlands, 50% Shell:50% Exxon) • Shell Expro (United Kingdom, 50% Shell:50% Exxon) • SPDC (Nigeria, 30% Shell:70% Local Government) • PDO (Oman, 30% Shell:70% Local Government) • BSP (Brunei) • Shell Petroleum Inc. (United States) • Norske Shell • SSB (Sarawak) • Venezuela • SPEX (Philipines) • Syria • New ventures • Angola • Kazachstan Exploration and Production and the market Crude oil prices are volatile. In December the crude oil price sank below $10 a barrel for the first time since 1986. Currently the prices are in the range of $15 a barrel. Over the next five years, oil production and gas sales are planned to grow – at an average annual rate of 4% for oil and 6% for gas. The strategy is maximising long-term value with increased emphasis on short-term profitability, cost leadership and production growth. Implement strategy through selective investments and active portfolio management. Take advantage of the global 14 List might be incomplete, but gives a good enough overview (Arjan van Unnik). CIBIT 32 analisi-KM case studies.doc - 25/5/99
leverage of technology, research, skills and practices to support group companies, thus becoming the preferred partner of both resource holders and other companies in the industry. About Royal Dutch/Shell Group of Companies’ upstream and downstream departments It’s important to know that the larger oil companies are sub-divided into (at least) an upstream and a downstream sector; frequently complemented by a chemicals sector. The upstream sector (Exploration and Production) searches for oil and gas fields by means of seismic surveys and exploration wells; developing economically viable fields by drilling additional wells and building the infrastructure of pipelines and treatment facilities necessary for delivering the hydrocarbons to the market. The downstream sector (at Shell called: Oil Products) refines and processes crude oil and feedstocks into transportation fuels, lubricants, heating and fuel oils, liquefied petroleum gas and bitumen; distributing and marketing them – together with complementary services – to meet customer needs. At Shell the upstream department’s R&D is always trying to find new opportunities to e.g. explore oil faster by drilling ‘ultra slim’ holes. They are fully customer (Operating Units) driven, while searching for ways to innovate processes, taking risks and gaining high rewards. The downstream R&D has relatively a higher emphasis on improving processes to be more cost-effective and extremely efficient in e.g. refining crude oil. To give an idea about Shell production figures: 2,354,000 barrels 15 (1% higher than 1997) of crude oil are produced each day worldwide (in Europe alone: 590,000 barrels each day). In 1998 refinery processing intake was 3,371,000 barrels daily and a total of 8,964,000 barrels of refined and crude oil products were sold daily (3% more than 1997). Needs for change At Shell International Exploration and Production they didn’t speak of a need for change, they found the knowledge management success stories in the world intrigueing and therfore wanted to explore this opportunity for themselves. Knowledge management was seen as an opportunity to improve their exploration and production process. For instance, one day offshore drilling costs about $100,000, if one day can be saved based on shared knowledge, the revenues are large. Shell’s opportunities can be stated in the following organisational goals: • Find solutions faster • Find better solutions • Innovate faster • Disseminate innovations faster • Make more profits From these organisational goals the following knowledge management are applicable: • Improve knowledge sharing • Increase knowledge sharing 15 A barrel contains 159 liters and is priced between $10 - $18 on the market. Average price in 1998 was $12.75 (in 1997 it was $19.10). CIBIT 33 analisi-KM case studies.doc - 25/5/99
Page 1 and 2: Progetto : Edizione finale: 4 - La
Page 3 and 4: Introduction This report covers the
Page 5 and 6: Case study structure Introduction I
Page 7 and 8: Organisational goals Knowledge mana
Page 9 and 10: Public Sector Swedish Ministry of E
Page 11 and 12: UK Ministry of Education Organisati
Page 13 and 14: Dutch Ministry of Education Organis
Page 15 and 16: American Memory Organisational goal
Page 17 and 18: Knowledge infrastructure The knowle
Page 19 and 20: Outside the UK, BT’s strategy is
Page 21 and 22: This doesn’t mean that other unit
Page 23 and 24: Future Now considered by many to be
Page 25 and 26: • Evaluate knowledge management:
Page 27 and 28: Evaluation Results At the moment Br
Page 29 and 30: Shell Organisational goals Based on
Page 31: Detailed description Abstract The m
Page 35 and 36: triggered by the reputation contrib
Page 37 and 38: already available, solicit suggesti
Page 39 and 40: Processes Best Practice Transfer In
Page 41 and 42: Later, in January 1998, they tried
Page 43 and 44: the solution is not available yet.
Page 45 and 46: enable more and better knowledge sh
Page 47 and 48: larger networks have a fulltime mod
Page 49 and 50: Appraisal system People do get reco
Page 51 and 52: Web based tool, called AltaVista Fo
Page 53 and 54: ICT Different technologies are used
Page 59 and 60: Organisational structure and HRM Co
Page 61 and 62: larger networks have a fulltime mod
Page 63 and 64: In larger, globally operating, netw
Page 65 and 66: people are able to see these tangib
Page 67 and 68: • Comparing individual Shell comp
Page 69 and 70: eorganisation of an Amsterdam based
Page 71 and 72: solution in the database and therfo
Page 73 and 74: this team, e.g. all the Production
Page 75 and 76: the ambassador and marketeer of the
Page 77 and 78: within the community of the (person
Page 79 and 80: plate!”). The way to overcome the
Page 81 and 82: globe and as such combines a number
Page 83 and 84:
process have their formal networks
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example for a more risky groups, an
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Evaluation Shell did not attach a c
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Volkswagen AG Based on interview wi
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Detailed description Abstract Volks
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Group's new A-class platform. With
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Events for top managers In the firs
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References • Presentation materia
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Part II: public sector case studies
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ICT • Website ‘Schoolnet’ ser
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Eventually this lead to the situati
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National Agency for Education, Invo
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• Subsidising knowledge sharing b
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Detailed description Abstract Situa
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(3)Transferring knowledge Many init
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References Interviewees government
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UK Ministery of Education Organisat
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Processes • Not every process has
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Detailed description Abstract On 6
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National Grid for Learning challeng
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own employability this is not wante
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• A means of supporting and strea
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• School, college-based projects
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Not everybody is satisfied with thi
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• Training in education managemen
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• Department of Education and Emp
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Support structure At this moment th
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Together, the secondary vocational
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that they experiment with ICT. Only
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A large number of demonstration and
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Applied methods No specific existin
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BVEnet, but this has to be broadene
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US Army Organisational goals Based
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Detailed description Abstract The U
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o Foster bottom-up innovation and s
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The process called Career Field Des
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This architecture provides the army
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References • www.army.mil • www
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NDL is the larger whole in which th
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Congress's standards of quality. Di
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activity. The success of the pilot
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groups: interoperability, metadata,
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system, users can access digital li
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NDL Statement An NDL statement is a
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LOC Web site is decentralized, no s
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Annex: case study long lists Privat
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24. Ford Motor Corporation ?EK ? ?
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46. Nortel Networks Web-based knowl
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Remarks: 1. The required column ‘
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81. UCLA base : USA area : worldwid
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