Despite huge capital investment and over a century of experience, oil and gas companies are facing huge challenges in terms of the governance of their own expertise and knowledge. This challenge is exacerbated by the Big Crew Change, technological revolutions and high technical staff mobility.

For an industry such as Upstream Oil & Gas, harnessing all that the organisation knows and is capable of is a significant and pressing management priority. While the industry has dealt with the Information Age, it has yet to master Knowledge.

In this paper, we outline a methodology to benchmark a company’s maturity in this key aspectof organisational effectiveness through a parameter we call Knowledge Intelligence (Ki), measures of wealth of indicators in business process, technology and people performance within the organisation are all in this process. We use the measurement of Ki to map out solid implications for innovation, risk reduction and certainty augmentation, and ultimately, for organisational performance.

We illustrate this through a theoretical scheme showing the sequential importance of how Ki is built up from first principles of governance of data, information and knowledge and its mastery and the fact that its value derives from a systematic attention to all aspects of the Ki enhancement cycle.

To demonstrate the practical use of this methodology, we provide a case study of Ki for several different example organisations and the effect it has on their strategic KPI’s of risk, uncertainty and value generation.

The opinions represented in this paper are those solely of the authors and this work has been carried out independently of their organizations.

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