The project challenges of the oil and gas industry are characterized by change and uncertainty. Work operations span thernglobe and smooth working partnerships cannot be anticipated. However, we can confront that uncertainty by becoming morernagile. Greater levels of agility rest upon leveraging the power of knowledge - the cornerstone of successful corporations.rnThe difference between powerful Knowledge Management (KM) programs and the also-ran is the ability to identify andrnenable critical knowledge. The knowledge management system is a tool and not the end product. People still make thernsystem work and are the critical component for input, expert collaboration, and mentoring. In fact business value is createdrnwhen critical knowledge gets to the right person at their teachable moment and it is applied. The crucial knowledge-setrnwithin your organization is often hidden - sometimes buried - because it resides in people or in many electronic reports or inrnstacks of lessons-learnt. The question we need to ponder is: Can too much knowledge flow?rnThe goal of this paper is to outline how executives in the oil and gas industry can capture and share knowledge to improvernbusiness performance. The paper contents will detail the best, most practical and innovative practices organizations are usingrntoday to create, maintain and measure knowledge systems. The paper draws upon decades of research and experientialrnlearning on performance analytics, best practices, process improvement, and knowledge management. The hope of thernauthor is that the paper will prove to be a useful reference whether your needs are to retain technical knowledge across globalrnoperations or transfer best practices in complex drilling geographies.
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