In many organizations, knowledge management (KM) plays a central role in the process of value creation, and terms such as "intellectual assets" are now popular in business literature. Sometimes, however, companies find it difficult to shape KM concepts into a specific program.

This paper presents a KM program developed and implemented for an E&P company. With solid management commitment, the program utilized currently available human resources and existing, installed technology. Three key drivers led to the program's success:

Moving from the abstract to the concrete: Identify KM advocates, and choose knowledge examples clearly linked to the bottom line.

Focusing on content rather than platforms: Define knowledge that is critical to the business, and identify those within the organization who can furnish that knowledge.

Promoting cultural change: Transform the cultural paradigm by redefining everyone's value in the organization.

Specific programs developed for knowledge sharing are discussed, as well as use statistics and the importance of incentives. In spite of the difficulties in identifying program results, the need to define metrics is also addressed. Finally, results, difficulties and challenges faced during the first year of implementation are described.

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