Next-Level KM — Produce One Billion in Benefits by 2020 #KMWorld

KMWlogo_Stacked_Session Description:

The KM journey in Shell is heading for a new turn. Manders discusses how KM developed and evolved over the past 15 years and zooms in on recent experiences with implementing a complete set of KM tools, processes and Working Out Loud behaviors. He talks about how KM in Shell realized $300 million value in the last couple of years, how they aim to triple the impact by 2020, and what other qualitative and quantitative impact they have made in Shell’s communities. Learnings, as well as structures and practices shared, as well as the next step in their journey: moving KM under the Organizational Development function in HR, describing the logic behind this decision, objectives, and expectations. Manders discusses future developments envisioned to further improve the KM capability in Shell. To learn more about Shell’s techniques plan to take workshop 16 on developing scenarios!

Speaker:

Willem Manders, Global Head of Knowledge Management, Projects & Technology, Shell

[These are my notes from the KMWorld 2018 Conference. I’m publishing them as soon as possible after the end of a session, so they may contain the occasional typographical or grammatical error. Please excuse those. To the extent I’ve made any editorial comments, I’ve shown those in brackets.]

NOTES:

  • Shell’s KM journey.
    • In 2013, they tried to scale up their impact by standardizing their approach.
    • Wave #1
      • Dsicipline engineeing
      • Wells
      • Development
      • Capital Projects
    • Wave #2
      • Process Engineering
      • Maritime
      • Exploration
      • Upstream Commercial
    • Wave #3 (they are about to finish this wave)
      • Research & development
      • Projection
      • Safement and  Environment
      • Contracting and Procurement
    • They focused on making KM more useful and relevant in the business
  • How Shell’s KM team delivered more than $350 million of value.
    • Knowledge Management strongly supports the Shell Strategy
      • KM too often focuses on its “cool tools” while the C-Suite focuses on specific strategic chalenges. Now KM focuses on theosestrategic challenges
      • Identify key value areas (based on the work of Etienne Wenger)
        • if you want to sustain the long journey that is KM, you have to show value
        • Short-term value vs long-term value
        • Organization value vs. individual value
        • 2×2
          • short-term value for individuals
            • Performance Support
              • improved productivity
              • increased engagement
          • short-term value for organization
            • Operational Excellence
              • Define it and replicate it
              • improved decision-making
              • create an arean for problem solving and collaboration
              • enable continuous improvement
          • long-term value for individuals
            • Learning & Development
              • enhanced onboarding and role changes
              • shorten the time to autonomy
              • 70% is learning on the job, 20% is learning from others, 10% is formal training
          • long-term value for organization
            • Winning Capabilities
              • conribution to winnign and differntiabing capabilities
              • learning what it takes to be successful
      • Purpose Areas
        • connect people to poeple
          • track leading indicators
          • collect success stories that demonstrate value
          • share those stories widely
        • connect people to content
        • support collaboration
        • capture and reuse lessons learned
      • Then provide KM elements
  • Performance Support.
    • This is “powered by KM”
    • They use “Working Out Loud” to enable people to help each other
    • They connect people in communities in practice to enable sharing of problems and solutions
    • They identify time saved and translate this to money saved.
  • Learning & Development.
    • They focus on “Learning Nuggets” — the smaller the piece of learning, the easier to find it and the easier it is to find.
    • They have their internal version Khan Academiy
  • Performance Excellence.
    • Their focus is on “Replicate don’t reinvent.”
    • Their executive VP for Retail championed the process; he held an awards ceremony for the most successful replications in their retail operations.
    • The cultural change: the engineers in their organizations are often focused on creating new solutions altogether. Now they are being asked to be creative in their replication efforts.
    • Replication allows you to calculate fairly easlly the value of not having to reinvent.
  • Winning Capabilities
    • In addition to after action reviews, use “before action reviews.” This brings organizationational knowledge to the forefront and allows it to shape the way they do business. It helps them do better every time..
    • This is their version of working out loud.
  • Support the Energy Transition.
    • Shell’s KM team is working with their new energy team to accelerate the transition to renewables.
  • How to move from a programmatic KM approach to an embedded KM approach.
    • Some options:
      • in operational groups
      • in IT
      • in Marketing & Communication
      • in Finance
      • in Learning & Development
    • Where KM housed has a huge iimpact on how KM is done.
    • Housing Shell’s KM in its HR function (organizational learning & development), allows them to focus on individual and organizational improvement.
      • Previously, KM, learning, and development were in separate silos. Therefore, they saw potential solutions through their own lenses not through shared lenses.
    • To optimize business reults, they must focus on People, Processes, Structure,  Culture AND Leadership
  • Look for Hooks. Manders looks for hooks in the business that allow KM to accelerate change journeys for the business.
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