Broad industry trends that are reshaping exploration and production (E&P) operations warrant a rethinking of traditional operating models as part of strategies designed to optimize the development and production of oil and gas assets. Shell E&P is introducing a new collaborative operating model as part of its global digital oilfield strategy. The collaborative model leverages the expertise of its global workforce through redesigned business processes and specially designed collaborative facilities to capture maximum benefits from its investment in smart digital oilfield technologies. Each collaborative environment shares a common, standards-based information technology (IT) architecture that can enable the linking of offices, platforms, and remote operation sites into a single global network providing real-time access to Shell E&P's community of expert practitioners and a common, shared institutional knowledge base. An important contributing factor to Shell E&P's success in introducing collaboration has been its ability to effectively shape a culture of collaboration and teamwork through trust, knowledge sharing, and continuous institutional learning. This paper examines one key element in the success of these collaborative centres by adopting innovative methods that Shell E&P is using to more effectively capture and share its institutional knowledge and experience through a culture of continuous enterprise learning. While this organizational transformation remains work in process, initial findings confirm the initiative is delivering tangible results towards the goal of optimizing production and recovery from assets.

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