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Dan Ranta - Power of Connections at ConocoPhillipsPresentation 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
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
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 ConocoPhillipstransformationalservicesCollaborative jamsVisioning strategysessionsTurning strategy intoactionWikithons
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