Dan Ranta - Power of Connections at ConocoPhillips
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Dan Ranta - Power of Connections at ConocoPhillips

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  • DR
  • Learning curve acceleration - collective mind achieves results faster than the individual. We are making a fundamental shift in how we conduct our business – moving from the big integrated to a nimble, agile independent. In order to gain the competitive edge, we have to be agile and accelerate our learning curve. This graph illustrates the difference between a group with a silo way of working versus a group using collaborative methods within and external to them. The “Silo” group takes a longer time to gather information and experiences to then move up the learning curve to improve business results. Those with siloed operations struggle without new ideas or experiences feeding in, the results plateau and results do not meet improvement objectives. The Collaborative group starts off with higher results because they are leveraging the experiences of those before them and are not starting from scratch. With a constant stream of ideas and lessons learned, their learning curve accelerates and they are able to achieve higher results in a shorter amount of time. They push past the tendency to plateau as new ideas bring step changes in how they do things. Which illustrates how collaborative methods are a recipe for a quick and nimble organization – and by the way, position us to be more innovative because faster collaboration is key to driving innovation.
  • Andrew, when playing the slide, I’ve linked an action to the icons under “Ask & Discuss” of the little guy with the question mark and the two at the table so that when you click them it brings up slide #2. There is a back button on slide #2 that will take you back to slide #1. Also, there are two links on the “Knowledge Library”. This only works in Play mode. Click the red word “Expanded” or the icon of the guy reading and this will take you to slide #3, it also has a back button. And the “One Wiki” globe is a link that you take you to the actual webpage.

Dan Ranta - Power of Connections at ConocoPhillips Dan Ranta - Power of Connections at ConocoPhillips Presentation Transcript

  • The Power of ConnectionsJune 2013Dan Ranta“Driving Business Excellencewith Purposeful Collaboration”
  • 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
  • External RangeHistory of ConocoPhillips2000 2001 2002 2003 2004 2005WilhelmshavenRefinery2006 2007CanadaARCO Alaska2008LUKOIL2013+Repositioning
  • 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+
  • 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.
  • 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
  • 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
  • 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
  • Sister Network Sharing – powerful “horizontal”INTEGRATIONWellsExcellenceITOperationsExcellenceTechnologySubsurface ExcellenceHSEFunctionsProcurementProject DevelopmentMarine
  • 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
  •  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
  • Knowledge Sharing at ConocoPhillipstransformationalservicesCollaborative jamsVisioning strategysessionsTurning strategy intoactionWikithons
  • 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
  • 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
  • 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