In the global marketplace, considering the bleak outlook for the economy, successful companies must tailor their business model to continually increase efficiency for proven revenue-generating processes by reducing costs associated within operations, technology, manufacturing, and logistics. Focusing on economics can never be detrimental to health, safety, and operational-efficiency standards, which remain at the forefront for all operations. A knowledgeable and competent workforce is necessary to sustain efficient "cost-savings driven" operations. Knowledge-management systems (KMS) and concepts are tools that integrate divisions or units within a corporation effectively to achieve the business goals and shared vision of the corporation as a whole.

Much has been written on the knowledge-management (KM) concept, but most of it discusses in detail only the concept and vision. This paper discusses the KM concept model, challenges, and the successful integration and implementation of KM in a company. This includes where KM communities have been implemented in each major product-service line (PSL) of the company and in support-position job functions where knowledge workers service multiple PSLs. It discusses how the scope of the KM teams has expanded from the original intent to how the KM portals are involved in diverse projects on a daily basis to bring together different ideologies and functionalities within a company to achieve the business objectives discussed above. In addition, it discusses the future vision for KM within a large multinational service company to share and embed collaborative concepts weaved into the fabric of the company by networking people throughout the whole organization.

The book on KM within the energy industry is still being written; it is a work in progress, virtual, and the editing is ongoing.

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