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Rule Number 1: Remove All Your Barriers To Learning Bp
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Rule Number 1: Remove All Your Barriers To Learning Bp



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  • Removing the barriers of accessing learning content is critical in ensuring the learners in your organisation use the resources. If learners have to log into multiple systems using different log in criteria your online learning offer will never succeed BP is presently a decentralised global organisation with multiple HR systems and a workforce in excess of 100 00 employees and contractors. How do you get unique user data into your LMS from over 200 HR systems in a decentralised global organisation ensuring a good end user experience? Come and hear how BP and SkillSoft developed a global learning infrastructure which allows learners to automatically enrol into Skill Port and access online content while allowing for consistent and accurate reporting of online learning activities across the whole group.
  • Page © SkillSoft Corporation 2003 Slide Update: This slide is updated on an annual basis. Next update is due July 2008. Speaker’s Notes: The last 10 years have been a period of remarkable change in our history. We have built a distinctive set of assets and market positions. Our scope and scale give us advantages, including the ability to: Make large investments; Take bold steps; Invest in new technology; Meet global demands at reasonable cost. Businesses of BP’s scale are powerful players on the world stage, capable of having a major influence over economic, environmental and social issues. What’s more, with size comes scrutiny, and BP is constantly observed and questioned by the media and non-governmental organizations worldwide. In exercising the responsibility that comes with scale, BP’s guiding principle is ‘mutual advantage’ – the idea that our activity should not only benefit our business and its shareholders but all of the other individuals and groups who are affected in some way by our work – customers, communities, governments, suppliers and partners among them. Information on the Data Source The Financial Times has ranked the companies by market capitalisation- the greater the stock market value of a company, the higher its ranking. Market Cap is the share price multiplied by the number of shared issued.
  • Page © SkillSoft Corporation 2003 BP 2008 Strategy Presentation Slide Update: This slide is reviewed on a quarterly basis. Next update – April 2008. Image used: Dalian Institute of Chemical Physics, 2007. Speaker’s Notes: In addition to volatile oil and gas prices our E&P business faces a number of challenges. Sector inflation remains significant at around 12% per annum for capital spending and at around 6% per annum for operating spend. It is expected that service sector tightness will continue for the next few years although capacity building should provide relief in some specific areas. BP will continue to offset some of this inflation through a rigorous focus on supply chain management and discipline on capital costs. Resource holders are increasingly seeking a greater share of rent. In places such as Venezuela, Bolivia, Kazakhstan and Russia we have seen a shift towards increased participation. Taxes are also rising. Since 2002 BP has seen tax increases in the UK, Trinidad, Latin America, Russia and more recently Alaska. Further evidence of the increasing pressures facing the industry are seen in much greater competition at the point of access. Bid prices are escalating in established basins as licensing rounds become increasingly competitive. It is, however, still possible to access large acreage positions at low cost in unproven basins. BP has achieved this recently in Pakistan and Colombia. Despite these challenges BP has had notable successes in securing new access during 2007 and we continued our track record of exploration success. Going forward we expect cost escalation to continue at least over the medium term until supply and demand fully rebalance. We also believe that some of these developments represent a more fundamental shift in our industry that will continue to require us to respond in a different way to the past.
  • Page © SkillSoft Corporation 2003 Slide Update: This slide is reviewed quarterly. Next update is due in April 2008 . Speaker’s Notes: There are now only 2 operating business segments are: 1) Exploration & Production , will focus on producing more hydrocarbons, more efficiently. Most forecasts show that, for the next few decades, hydrocarbons will continue to provide the bulk of the world's energy. 2) Refining & Marketing will focus on manufacturing and supplying more efficient products and services to the customers and major markets of the world. Both segments will be accountable for the safe and reliable development and operation of the oil and gas value chains. R&M will move towards a much more integrated value chain model designed to better optimise those geographic areas where we have refineries, supply and logistics networks, and ground fuels marketing assets. Alternative Energy , will be the organisation responsible for new businesses and ventures focusing on developing alternatives that deliver low carbon energy for the future and also alternatives to enhance energy security. It will be accountable for developing material new growth options for BP outside of the core oil and gas value chains.
  • Slide Update: This slide is reviewed on a quarterly basis. Next update is due in April 2008. Speaker’s Notes: For further information about the 2008 Strategy presentation please go to the Group strategy section – Module 02.
  • Page © SkillSoft Corporation 2003 Slide Update: This slide is reviewed on a quarterly basis. Next update – April 2008. Speaker’s Notes: The purpose of our strategy is two-fold. To close the competitive gap with our peers and to secure the long-term growth potential of BP. Our plan to close the competitive gap includes: Restoring revenues in both the upstream and the downstream. Addressing the issues of greater consistency across our operations, reducing complexity and controlling costs; and Transforming and refocusing our downstream business to restore its performance Regarding BP’s long-term growth potential : In Exploration & Production we have a strong track record and an excellent, market-leading resource base. Indeed, on current planning assumptions we now believe we can sustain longer term production above four million barrels of oil equivalent a day out to 2020 with no new access or new discoveries. Based on our track record we would expect to do better than that. In Refining & Marketing, we are going to further develop our manufacturing portfolio and continue our investment into growth markets, such as China, where BP is one of the two leading foreign oil investors. And in our Alternative Energy business we are creating equity value for BP, by investing in the technologies for a future low carbon economy.
  • There are many barriers to up take of learning in an organisation Some obvious some less so. Key activity is to at least identify what these barriers are, prioritise them and begin to work through. Wont be able to solve everything at once Technology and infrastructure Lack of single HR system – M&A’s mean many different system Multiple existing LMS’s Different platforms and PC set up’s even different OS (E&P also have unix boxes) Bandwidth for non critical applications – remote sites, drilling rigs etc Multiple learning related applications Organisation and Management Decentralised organisation – L&D outposts throughout organisation also autonomous businesses Business vs central HR budget Online learning seen as tool for reducing expense so reluctance to invest Face to face just in case training culture – not learning origination Knowledge is power Not seen as business critical L&D HR & LOD perceptions of online learning Perceptions of off the shelf content – not invented here mentality Feel like being replaced – don’t understand the value of a good blend Only understand f2f Burned before – expensive vendors with poor quality deliverables Lack of knowledge of technology Vendors and Consultants All work to own standards (or lack of) Multiple contracts, IPR and licensing models Each implements next new thing (especially consultancies) Not concerned with global BP picture Rates Excessive PM and process that do not benefit client Money for old rope! Learner No time or manager support Not how they are used to learning or already had bad experiences Like the time out of the office of face to face training Week out of the office seen as a reward Just one of many other initiaties Wont learn if they find access difficult
  • Generic content Ready and available off the shelf library to meet all of BP’s business, interporsnal and IT requirements Freely avilable for all emplyees to self select Also we work with businesses to map content to initiatives then provide access through business portal or learning intranet Custom content Hosting of all BP developed elearning for global access Managed publishing proceess through skillsoft shared services team Allows multiple vendors and SME’s to publish courses BP skillsoft developed SCT toolset Key to uptake in the business Other LT Solutions Growing requirement for learning portals, blogs, virtual worrds Work with business to develop, pilot and then stanadardise Have to help otherwise would go and develop own Consultancy, marketing R&D Ongoing standardisation, infrastructure provision, and support Centralised business support with group wide standards and guidelines Collaborative content creation Communities of Practice Central procurement Research and development of new learning technologies (with CTO) External benchmarking
  • Don’t be afraid Change KPI’s old courses are dead courses Dilute quality Cler ownership


  • 1. Rule Number 1:  Remove all Barriers to Your Online Content Mike Cawood Online Learning Manager BP Oil International Learning. Performance. Impact.
  • 2. Introduction
    • Removing the barriers of accessing learning content is critical in ensuring the learners in your organisation use the resources.
    • BP is presently a decentralised global organisation with multiple HR systems and a workforce in excess of 100 00 employees and contractors.
    • How do you get unique user data into your LMS from over 200 HR systems in a decentralised global organisation ensuring a good end user experience?
    • What are the other barriers to providing truly global accessible learning for all?
  • 3.
    • Market Cap ($bn) Company
    • 429 1 Exxon Mobil
    • 363 2 General Electric
    • 272 3 Microsoft
    • 252 4 Citigroup
    • 246 5 AT&T
    • 245 6 Gazprom
    • 230 7 Toyota Motor
    • 228 8 Bank of America
    • 224 9 Indl & Coml Bk of China
    • 214 10 Royal Dutch Shell
    • 208 11 BP
    • 202 12 HSBC
    • 199 13 Procter & Gamble
    • 193 14 Wal-Mart Stores
    • 184 15 Altria
    The world’s largest companies Source: Financial Times 30 March 2007
  • 4. External environment: Industry challenges
    • Challenges
      • Sector inflation
      • Rising government take
      • Competition for new access
    • BP’s response
      • Increased investment in:
        • Exploration
        • Access
        • Technology
      • Focus on:
        • Reciprocity
        • Costs
        • Developing low-carbon options
  • 5. What we do Refining & Marketing customer facing products Business Segments Exploration & Production resources Alternative Energy low and zero-carbon future Low Carbon Business Strategy / Policy / Technology Integrated Supply & Trading
  • 6. Our key priorities We are in action to close the competitive gap through a focused effort on our three priorities of safety, people and performance. We are determined to operate safely and reliably, to develop the capability of our people and to drive performance through restoring operational momentum while rigorously reducing complexity and cost. Strategy Presentation, February 2008 “ “
  • 7. Our strategic principles
    • Closing the competitive gap :
      • Safety
      • People
      • Performance
    • Securing the future:
      • E&P: sustainable long term
      • R&M: closing the performance gap
      • Alternative Energy: a valuable option for the future
  • 8. Learning in BP
    • People
      • Central Teams in HR
      • Learning specialists in the business
      • Individual responsibility for learning
    • Systems
      • Multiple HR systems
      • Multiple learning systems (or no systems) across the business)
    • Governance
      • No central governance
    • Focus
      • Classroom based learning
      • Heavy reliance on third parties
  • 9. Industry Standard Stages of Online Learning Stage 1: Provide off the shelf eLearning Provide basic off the shelf and 1 size fits all offer Stage 2: Expand and add more value Expand customised blended learning and provide tools for rapid eLearning Stage 3: Integrate and align Integrate and align learning services (and talent management) Stage 4: Learning on Demand LCMS, Performance Support, and “Google Learning” BP in 2008 Source: Bersin & Associates
  • 10. Vision Enterprise learning portal LMS, LCMS, Web Services Just in time performance support Compliance and regulatory Informal Learning Content authoring Knowledge, Experts and Coaching Just in case and career development Formal Virtual Classrooms, Simulations, Pod casts Assessments Classroom elearning, coaching InFormal Blogs, wiki, social networks, forums, videos, FAQ’s Communities
  • 11. Barriers
    • Many Barriers to take up of learning on line.
    Technology & Infrastructure Organisational structure & management Learning & Development Vendors & Consultants Learner
    • Lack of single HR system
    • Multiple existing LMS’s
    • Different platforms and PC set
    • Bandwidth for non critical applications
    • Multiple learning related applications
    • Decentralised organisation
    • Face to face just in case culture
    • Knowledge is power
    • Not seen as business critical
    • Online learning only for reducing $
    • Perceptions of online learning
    • Perception of generic content
    • Fear of being replaced
    • Past experiences
    • Fear of technology
    • All to own variable standards
    • Multiple contracts, rates and systems
    • IPR
    • Always next new thing
    • Operates without global view
    • Time and management support
    • Not how they are used to learning
    • Time out of the office seen as a reward
    • Have trouble accessing content
    • Initiative overload
  • 12. Removing barriers in BP Finding the right people Technology and processes Complexity Getting buy-in Alignment to the organisation All of these contribute to reduced take up
  • 13. The BP WebLearn Model Generic content Custom Content Other Learning Technologies solutions Infrastructure and associated services Consultancy, Marketing, R&D
  • 14. Barrier: Finding the right people
    • Solution: Build a good team
    • In house expertise
      • Key Skills: L&D experience, technical aptitude, strong communicator and influencer. Hard working!
    • Leverage trusted vendors and suppliers
      • SkillSoft: Project manager, shared services, helpdesk, tech support, learning consultants
    • Keep central team small
    • Must be multi-skilled
    • WebLearn team Unique selling points
      • Internal, knowledgeable, helpful, willing to roll sleeves up, centrally funded
  • 15. Technology: in detail
    • Get a detailed understanding of current IT landscape
    • Identify areas within control
      • Reduced customisations
      • Outsource technical help to SkillSoft
      • Automated data feeds
    • Look to industry best practices
      • OLSA
      • IBM Access Management (user log in & authentication)
      • Active Directory
    • Created technical standards
      • Enforce them
      • Push back on requests for bespoke processes/customisations
  • 16. Technology: BP WebLearn Set Up (simplified)
  • 17. Barrier: Overcoming complexity
    • Solution: Rationalise and simplify
    • Quality not quantity
    • Preferred vendors
    • Documented standard processes
    • Remove out of date content
    • Regular reviews of technologies, content and strategy
    • Make the offer clear and concise
      • Focus on the learner
      • Provide a separate view for the L&D professional
  • 18. Barrier: Getting support and buy in
    • Solution: Articulate and promote
    • Regular stakeholder management
    • Keep your friends close
      • and enemies even closer!
    • Pick your battles
      • Learning organisations are not built in a day
    • Communicate, market, educate
    • Celebrate success
      • Create case studies and best practice
    • Keep at it
  • 19. Barrier: Alignment to the organisation
    • Solution: Innovate and respond
    • Be able to react to the business
      • Learning function there to provide a service
    • Look to the outside to stay ahead of the game
      • Benchmark and emulate best practice
    • Network and share
    • Pilot and test new tools
      • Then integrate into the standard offering
  • 20. Removing barriers in BP - Summary Finding the right people Technology and processes Overcoming complexity Getting buy-in Alignment to the organisation Build a good team Standards and guidelines Rationalise and simplify Articulate and promote Innovate and respond
  • 21. Wrap up Any Questions?