Driving Business Excellence With Formal, Global Networks

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Perhaps no one understands better than Dan Ranta, Director of Knowledge Sharing at ConocoPhillips, that the challenge of sharing knowledge is very real -- while the potential payoff can be large. Seven years ago, ConocoPhillips launched a large initiative to create internal communities of practice that would enhance knowledge sharing within the firm. With operations in more than 30 countries, encompassing job sites often in remote locations, the international energy company knew that to continue on its success trajectory, it needed to rapidly and effectively harness the knowledge of its highly skilled but geographically distributed workforce.

Today, the ConocoPhillips' knowledge-sharing program-- built upon 150 global "networks of excellence"-- is ranked as best-in-class across industries, and has documented hundreds of millions of dollars in estimated cash flow from its start in 2004 to the present. To learn more about how firms can drive business excellence with formal, global networks, I spoke with Dan in preparation for his keynote this week at Forrester's Content & Collaboration Forum.

1) Can you explain the reasoning behind the proactive and reactive components of your networks of excellence?

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