An applied example of it has been in the cost fall in the building of European marketing sites:.
At the beginning of 1998 a task is set of decreasing the build prices of Europe's retail sites by 10%. The Alliance (a joint project between Bovis and BP ) is answerable for the administration of these actions in Europe. The Alliance was involved in the knowledge management's benefits and invited the BP Knowledge Management Team to support them complete this result. In Europe step modification in costs was provided in 1998 (investments of $74 mln) due to the sharing and harvesting of knowledge between the task engineers. In the Mature European Marketplace it gave BP Downstream Retail reasonable benefit. Now this knowledge is being leveraged on a worldwide scale by task engineers in Japan, Poland, China, and Venezuela. Similar samples of better performance have come from KM application of BP in fast-moving up business reorganization, rising new gas & oil fields, accelerating new trade market admittance and refining plant efficiency.
Strategy and Leadership .
One of the BP's impressive aspects is the grade to which it has combined tactical work with knowledge, and has learned to effort across structural silos so this knowledge is shared, productivities are overstated and innovation is improved. The company works with a knowledge management model to develop a "complete that is better than the sum of the fragments" (Collison and Parcell 2001, p. 37). .
BP developed a knowledge managing strategy in the mid 1990's built according to "Virtual Team" concept, which contained enabling geographically isolated teams with high technology enablers' tool-kit, together with video-conferencing. The method was formed in reaction to a reorganization of its upstream corporate from a central structure into minor, more geographically isolated units. Its pilot established: .
The importance of implanting knowledge sharing into commercial process.