Knowledge Transfer

chris@collison.com © knowledgeable ltd

Knowledge Transfer – Part 1 chris@collison.com © knowledgeable ltd

Driving a culture of sharing through social benchmarking erformance Pe BU6 BU5 BU1 BU2 BU4 BU3 chris@collison.com © knowledgeable ltd

Barriers to learning and sharing Behaviours which block the flow of learning: •“Tall poppy syndrome” •“Shrinking Violet” g •“Not invented here” •“Real men don’t ask directions” (TomTom syndrome) ( y ) chris@collison.com © knowledgeable ltd

Tall Poppy Syndrome • I’ll get shot down if I say g y we’ve got a good practice to share • I don’t want to endure the scrutiny of others • And I don’t want to be indundated with questions… questions • “Let’s keep our heads down – we’re busy! we re busy!” chris@collison.com © knowledgeable ltd

Shrinking Violet Syndrome • I don’t think we’re doing g anything special • Actually, I’m not sure what “special” looks like • Nobody would be interested in what we’re doing… • Th There are l t of real lots f l experts out there.. chris@collison.com © knowledgeable ltd

Not Invented Here • We’re different here • Nobody else really understands us • We have unique problems • And anyway, I like coming up with unique answers! chris@collison.com © knowledgeable ltd

Real men don’t ask directions (TomTom Syndrome) • I didn’t get where I was g today by asking for help! • My colleagues might think I’m incompetent • Success is all about self- sufficiency • Once I’ve solved my problem, I’ll share what bl h ht I’ve done chris@collison.com © knowledgeable ltd

Plans Measurement & Intervention • Identify gaps • Fi d and prioritise practices Find d i iti ti • Assessment tool to close gaps • Benchmark • Develop action plans BP’s Operational • External challenge Excellence Cycle y Delivery Targets • Implement actions • Apply targets •AAppoint accountability it t bilit • Embed in Performance • Share learning Contract chris@collison.com © knowledgeable ltd

What gets measured, gets managed… 1. Use the Right People and Processes 4. Effectively Prioritise and Execute Planned Work Raise Morale And Motivation R i M l A d M ti ti Plan, Schedule and Resource Ensure Competency Prepare And Execute Planned Shutdown Share, Transfer and Embed Know-How Optimise Resources Communicate Effectively Drive Performance Improvement 5. Optimise Production Management of Change Enhance Our Reputation With The Community Optimise Plant Performance Forecast Production 2. Cause No Harm to People or the Environment Assure Product Quality Get HSE Right 6. Minimise Costs Manage Greenhouse Gas Emissions Manage Process Consumables Budget Manage Spare Parts And Stores 3. Eliminate Unplanned Outages Manage Organisational Effectiveness Manage Contracted (3rd Party) Services Measure And Manage Production Losses Manage Energy Efficiency Ensure Reliability Manage Water Manage Corrosion Manage Working Capital g gp Manage Opex Budget chris@collison.com © knowledgeable ltd

Nerefco Refinery – Operational Excellence Self-assessment 3 Current Level: Expectation 3: E pectation 3 Eliminate Unplanned O tages Outages Target Level: 3c. Manage Corrosion Corrosion M e trics Corrosion M anage me nt Syste m O rganizational Corrosion Pe rformance Strong cross functional alignm ent Com prehensive suite of Com prehensive Corrosion Managem ent to m anage corrosion. Effectively leading and lagging System in place based on business uses network and transfers best perform ance and cost m etrics Chem ical-dosing and process strategic direction and risk. Corrosion practices. Effectively leverages 5 in place and highly visible. Data condirions m anaged to m anagem ent plan assurance periodically all resources including alliance trended and used to im prove prevent corrosion reviewed. Mitigation plans in place for all suppliers and UTG. Regular corrosion m anagem ent g corrosion th i threats.t m anagem ent reviews of the t i f th system . corrosion control program . Inspection finds corrosion Cost and perform ance data Active m anagem ent program for short Clear responsibilities, early enough to pre-em pt trended and acted upon. and long term developed from corrosion accountabilities, and ownership 4 repair requirem ent. Chem ical- Leading (predictive) m easures strategy. Corrosion related alliance of corrosion m anagem ent plan dosing & process conditions captured. captured suppliers are well m anaged throughout the organization. organization altered accordingly Cost of corrosion control and Significant evidence of cross Seeking support in developing and corrosion m itigation functional team approach to establishing a corrosion program based Inspection finds corrosion perform ance captured. Total corrosion and inspection. 3 on a risk based corrosion strategy · before integrity loss results. cost of corrosion repairs & Managem ent support for System atic reviews of corrosion effects Repair is required. associated lost production developm ent of corrosion control are carried out captured. strategy and system s. Som e corrosion awareness but lack of Cost of corrosion control ownership. Mitigation action being taken Corrosion m anagem ent team Corrosion causes integrity 2 tracked in short term . Long term risks and being developed loss. Repair is done prom ptly program less well defined Corrosion i C i inspection and repair ti d i Ad hoc response to corrosion problem s · Corrosion causes integrity 1 No m etrics in place resources are functionally No effective Corrosion control strategy loss. Repair is delayed organized. Input measures chris@collison.com © knowledgeable ltd

1 2 3 4 5 Ens sure Compe etence chris@collison.com Raise Morale M Commun nicate Effective ely Manage Gre eenhouse Gas Gett ting HSE Right R Share and S trans sfer know- -how Ma anage Integ grity Manage Corros sion Fore ecast Prod duction Man nage Spare Parts e Managee Working Ca W apital The “River” diagram... Nerefco Refinery © knowledgeable ltd

The “Stairs” Diagram for “managing corrosion” Performance Pf Cooper 5 River High performance Bulwer 4 Feluy y High desire Island to improve Lavera Nerefco 3 Grangemouth Chemicals Joliet Coryton Feluy Kwinana 2 Decatur Netherlands 1 Hull Gap between 0 1 2 3 4 current and target chris@collison.com © knowledgeable ltd

Low-tech reinforcement! chris@collison.com © knowledgeable ltd

Benchmarking summary • The river and stairs concepts work well at all levels of the organisation – An executive dashboard – A way to kick-start the operations community – A map of the potential for sharing knowledge in the organisation • The approach works in a variety of contexts •“Shrinking Violet” Common framework •“Tall poppy syndrome” “Tall Common process, Offers & Requests process •“Not invented here” Common framework and language •“Real men don’t ask directions” Offers and Requests q chris@collison.com © knowledgeable ltd

Your KM Self-assessment results chris@collison.com © knowledgeable ltd

Knowledge-based Competencies chris@collison.com © knowledgeable ltd

Leadership Behaviours from Centrica • When encountering a business problem, I reinforce the importance of learning from others - rather than simply providing an answer. • I personally demonstrate that “asking for help” is a sign of strength rather than weakness. • When reviewing a project proposal, I challenge to ensure that it brings to bear knowledge from other projects. • I coach my team to network more effectively - internally and externally. • My team see failure as something to learn from, not something to cover up. chris@collison.com © knowledgeable ltd

Lessons from the ‘07 Communities Consortium chris@collison.com © knowledgeable ltd

Engaging people with KM Technology • Keep tools focussed on process to be achieved. Clearly position the tools – say “what they do”. Use clear names that demonstrate what a tool y y does e.g. “people finder” • Have a clear story to tell to position KM technology – a “lift conversation” • Provide tools that can reflect personality People like to know more about personality. their fellow members, so make provision for informality, photos and some personal disclosure. • Have a suite of “approved” tools and keep them as simple as possible approved possible. • Visibility of tools is an important success factor - publicise, promote, communicate and ensure that you refresh the advertising • S d out an annual reminder t th user community, li ti and Send t l id to the it listing d explaining the tools which are available. • Don’t feel that you have to sell all the features – focus on the ones needed now. D ’ patronise b saying “ hi tool i good f you.”! dd Don’t i by i “this l is d for ”! • Have a technology champion in each community/group who can identify needs, promote and demonstrate new technology. Connect champions together. chris@collison.com © knowledgeable ltd

A knowledge management framework Knowledge in people and networks Captured Knowledge Learn during Using £$ Individuals Knowledge g Results Goals & Teams Learn Learn after before Leadership & Culture chris@collison.com © knowledgeable ltd

Learning Before, During and After Knowledge in people and networks Captured Knowledge Learn during Using £$ Individuals Knowledge g Results Goals & Teams Learn Learn after before Leadership & Culture chris@collison.com © knowledgeable ltd

Learning Before Doing – Peer Assists \"...the politics accompanying hierarchies hampers the free exchange of knowledge. People are much more knowledge open with their peers. They are much more willing to share and to listen.” Lord Browne CEO, BP chris@collison.com © knowledgeable ltd

Peer Assists - how they work Actions What’s What s What you know possible? What we What I know both know “Group-think” “G thi k” restricts possibilities chris@collison.com © knowledgeable ltd

Including diversity in your Peer Assist Great Ormond St Hospital London Hospital, Ferrari F1 Pit Team chris@collison.com © knowledgeable ltd

Learning After Doing - The Retrospect • What was the objective of the project? pj • What did we achieve? • What were the successes? Why? How can we repeat the success? • What were the disappointments? Why? H How can we avoid th id them in future? • ‘Marks out of 10’ Marks 10 Facilitated, forward looking team meeting, soon after the project has ended chris@collison.com © knowledgeable ltd

Learning Whilst Doing – After Action Reviews Col. Ed Guthrie, US Army What was supposed to happen? Conducted in a Rank-free environment… environment What t ll h Wh t actually happened? d? Why was there a difference? What can you learn from it? chris@collison.com © knowledgeable ltd

Capturing Knowledge Knowledge in people and networks Captured Knowledge Learn during Using £$ Individuals Knowledge g Results Goals & Teams Learn Learn after before Leadership & Culture chris@collison.com © knowledgeable ltd

Lessons learned, or lessons identified? What Wh t are the top ten things I need to know? th t t thi dt k ? Where can I get more detail? What can I re-use? Who can I talk to? A few Even more Still more More More More Lessons Lessons Lessons Learned chris@collison.com © knowledgeable ltd

People, Networks and Communities Knowledge in people and networks Captured Knowledge Learn during Using £$ Individuals Knowledge g Results Goals & Teams Learn Learn after before Leadership & Culture chris@collison.com © knowledgeable ltd

Communities and Networks Kwinana Nerefco Toledo Community of practice Communities of of… • Interest Dual citizenship • Practice • Purpose chris@collison.com © knowledgeable ltd

Measuring Value – food for thought… • Stories and anecdotes work – From credible non-KM practitioners – From credible leaders • Look at the cost and risk of not doing something – Corporate embarrassment from repetition • C id a regular report, or “ Consider l “corner” i ” in 1 an internal publication 0.8 • Drilling the third well first… g st lative drilling cos 0.6 • Remember that we have a habit of “Looking where the light is”… 0.4 • Th cake analogy… The k l 02 0.2 Rel • And if all else fails… attack is the best 0 1 2 3 4 5 6 7 8 9 10 form of defence! Well number chris@collison.com © knowledgeable ltd

Learning to Fly Chris Collison Knowledgeable Ltd Ltd. email: chris@collison.com www.learning-to-fly.org www.knowledgeableltd.comltd chris@collison.com © knowledgeable

Knowledge Transfer

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