Knowledge Management in Saudi Aramco Ahmed Mulla November 24, 2012 © Copyright 2012, Saudi Aramco. All rights reserved.

Contents Overview of Saudi Aramco 1 Knowledge Management 2 Business Drivers 3 Knowledge Transfer 4 Knowledge Sharing 5

Overview of Saudi Aramco  The state owned oil company of the Kingdom of Saudi Arabia.  Fully integrated, global petroleum and chemical enterprise.  World leaders in exploration, production, refining, distribution, shipping and marketing.  Home to 56,000 employees all over the Kingdom.

Knowledge Information Data

Knowledge Creativity Capability Adaptability Experience Expertise Business Model Databases Processes Intellectual Property

Knowledge Knowledge we know that we know. Knowledge we know that we don’t know. Knowledge we don’t know that we don’t know. Knowledge we don’t know that we know. The Known Internals The Unknown Externals Known Competencies Known Knowledge Gaps Unknown Competencies Unknown Knowledge Gaps

Knowledge Management Create Capture Organize Protect Share Exploit Processes Technologies Achieve Business Objectives and Give the Organization a Competitive Edge

Business Drivers  Fill the competency gap between generations.  Improve efficiency.  Increase intellectual capital.  Create a learning organization.

Knowledge Management Knowledge TransferKnowledge Sharing

Knowledge Transfer (KT) Specialist  A Knowledge Transfer (KT) Specialist is a facilitator of knowledge transfer within his craft.  KT Specialists are senior, skilled, and experienced employees in their craft (certain jobs).  They will shift from being “doers” to helping others learn and do.  Receive training to be effective and skilled KT Specialists. Knowledge Transfer

 Technical competency assessments to determine where knowledge is and where it needs to be.  KT activities to move the knowledge from knowledge holders to those who need the knowledge.  Department KT Advisory Committee to oversee the implementation and operation of the KT Program. Knowledge Transfer Knowledge Transfer (KT) Specialist

Procedure:  KT Interview Assessment Purpose:  Determine o Who has the knowledge. o Who needs the knowledge. Knowledge Transfer

Competency Map (C-Map) Knowledge Transfer

Competency Levels Performs well with NO help or advise. He teaches others to perform. SKILLED Requires help and assistance from others. AWARENESS Selective Post-phase Training Performs well with help and advice from others. FUNDAMENTAL Structured OJT Expert, highly sought by others for advice and guidance. MASTERY Shadow ProgramKT Circles After-Action Reviews Knowledge Transfer

Individual Knowledge Transfer Plan Knowledge Transfer

Craft Knowledge Transfer Plan SkilledMaster AwarenessFundamental Knowledge Transfer

 Progresses employees from awareness level to fundamental level.  Training targeted toward specific knowledge and skills required by the employee.  Training sessions are short duration and conducted on-site.  Training provided by the craft KT Specialist, SME or vendor. KT Interventions: Selective Post-Phase Training Knowledge Transfer

 Progress employees from the fundamental level to skilled level.  Conducted by the craft KT Specialist or SME.  S-OJT occurs under actual job conditions.  Transferred knowledge and skills should be relevant to the specific job task.  S-OJT ensures correct techniques that will lead to progression to next higher KT level. KT Interventions: Structured On-Job Training Knowledge Transfer

 Designed for skilled level or mastery level employees.  Transfers soft-skills and tacit knowledge.  Pairs technically competent employees with employees equally competent in soft skills. KT Interventions: Job Shadowing Knowledge Transfer

 Skilled and mastery level employees from the same craft of from different crafts.  Resolve special or unique recurring problems.  Cooperate with management in implementing solutions.  Improve job performance and develop mutual respect and trust.  Led by a KT Specialist.  Empowered with management support.  Remain intact until problem is resolved. KT Interventions: Knowledge Transfer Circle Knowledge Transfer

 An AAR is a review of events after a major activity.  An AAR is a professional discussion; not a critique; not to judge success or failure.  The review allows employees to discover and learn from what happened.  Senior and experienced employees share knowledge with younger, less experienced workers.  Younger employees encourage to propose new and innovative perspectives and solutions.  Facilitated by KT a Specialist. KT Interventions: After-Action Review Knowledge Transfer

Roles:  Oversee, coordinate, and direct the department’s knowledge transfer program.  Ensures KT program is sustainable and continuous. Department KT Advisory Committee Knowledge Transfer

Knowledge Management Knowledge TransferKnowledge Sharing

 ShareK (Share-Knowledge) is a corporate knowledge sharing program to promote sharing and exploiting innovation, knowledge and skills.  ShareK focuses on:  Linking people to people.  Linking people to knowledge.  Technology:  Microsoft SharePoint  Compatible with Saudi Aramco’s IT infrastructure.  Features:  Organization workspaces.  People connector.  Collaboration tools.

Knowledge Sharing  Communities of Practice Communities of Practice (CoPs) are groups of people who come together to share and to learn from one another. They are held together by a common interest in a body of knowledge.

Knowledge Sharing  Communities of Practice o Share knowledge and experience. o Develop a set of shared practices. o Collaborate to gain insight and accelerate solutions. o Solve work related problems. o Disseminate new technologies and methods.

Knowledge Sharing Knowledge Seekers Pool of Experts Knowledge Base

What if …? In my experience … You can try … What do I do if...? Peer Discussion What if …? In my experience … You can try … What do I do if...? Ask the Expert Experts Browse Search Knowledge Seeker CoP Workflow Knowledge Base Knowledge Asset Members Knowledge Base Share

Knowledge Sharing

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