Schlumberger IT & Knowledge Management Strategy
1
Index
1 Introduction ........................................................................................................................... 3
2 History of IT .......................................................................................................................... 4
2.1 IT Applications ............................................................................................................... 4
2.2 IT Server Hardware......................................................................................................... 5
2.3 Telecommunication Infrastructure .................................................................................. 5
2.4 LAN ................................................................................................................................ 6
2.5 IT Personnel .................................................................................................................... 6
2.6 IT Budget ........................................................................................................................ 7
3 Knowledge Management ...................................................................................................... 7
3.1 KM History ..................................................................................................................... 7
3.2 The Knowledge Hub ....................................................................................................... 8
3.3 Monthly Reporting .......................................................................................................... 8
3.4 InTouch ........................................................................................................................... 9
3.5 Eureka ............................................................................................................................. 9
3.6 Knowledge Decay ........................................................................................................... 9
3.7 Incentives ........................................................................................................................ 9
3.8 KM Technology Vision ................................................................................................ 10
4 KM Analysis ........................................................................................................................ 10
5 Strategic Recommendations............................................................................................... 12
5.1 Strategic IT Roadmap ................................................................................................... 12
5.2 Organizational Learning & Intellectual Capital ............................................................ 12
5.3 Customer Knowledge.................................................................................................... 12
5.4 Content Management System ....................................................................................... 13
5.5 XML Technology.......................................................................................................... 13
5.6 Business Process Management ..................................................................................... 13
6 Appendix .............................................................................................................................. 14
7 Bibliography ........................................................................................................................ 17
Schlumberger IT & Knowledge Management Strategy
2
Schlumberger
IT & Knowledge Management Strategy
1 Introduction
This paper provides an outline of the historic development of the IT applications, infrastructure
and more recently knowledge management (KM) within Schlumberger. In addition, an analysis
of the current KM applications and initiatives is performed with recommendations offered to
maximize the adoption and return of KM at Schlumberger.
Much of the information presented in this paper was gathered during interviews with
Schlumberger Director of Technology Practices, Claude R. Baudoin2, SchlumbergerSema
Solution Architect, Brian Burke6 and the Schlumberger website, www.slb.com.
Schlumberger was founded in 1927 by two brothers who invented the revolutionary electrical
wireline logging technique for oil wells9, it has grown into an empire that supplies products,
services and technical solutions to the oil and gas exploration and production industry, as well as
providing IT consulting, systems integration and managed services to the oil and gas,
telecommunications, energy and utilities, finance, transport and public-sector markets7.
Schlumberger is an international company that operates within nearly 100 countries, with over
80,000 employees, representing 140 nationalities, and has corporate offices in New York, Paris
and The Hague. It is ranked as 357th in Fortune Magazine’s 2002 Global 500, and has annual
revenue of $14 billion4.
Schlumberger IT & Knowledge Management Strategy
3
2 History of IT
2.1 IT Applications
In 1993, Schlumberger tried to implement SAP as the entire ERP with the help of Dolphin IT-
Project and Consulting3. This project failed because it was found to be very big, expensive, and
inflexible, largely due to the way that SAP is configured. Schlumberger scaled back the project
to only keep the HR module of SAP and decided to use a “best of breed” approach with a few
core applications that are well integrated. Schlumberger kept some of the pre-existing
applications and went through another vendor selection process to find the “best of breed”
applications for their needs.
This resulted in the following systems being standardized on at Schlumberger:
SAP for human resources management
Lawson Financial Services for financial management
MFG Pro eB2 from QAD for distribution, manufacturing, planning, materials, etc
Because no one application could meet the product data management requirements for
the separate business functions at Schlumberger, two competing products where selected
in 1999. Oilfield Services selected the MatrixOne Collaborative Product Development
solution, while the rest of the company standardized on Windchill from PTC.
Commerce One is used by Schlumberger’s worldwide procurement system as their
procurement portal that channels users to approved suppliers, catalogs and pricelists.
Siebel is used extensively in the oilfield parts of the business for customer relationship
management (CRM), while it is still being deployed in the remainder of the business.
The general philosophy of Schlumberger has been “best of breed” that entails selecting the best
application for the particular area of the business and then dealing with the integration issues
between these applications, as opposed to dealing with an entire suite, which then forces the
business to mold its process around the system.
The “best of breed” philosophy at Schlumberger has come about largely because:
1. The implementation of the enterprise resource planning application, SAP, started in 1993
was not successful. The project scope was scaled back to cover the HR module only.
2. There was not a CIO until 2001 with the prestige and authority that goes along with this
role to cause the business segments to do something different for the sake of better
enterprise integration at the information level. Before that time there were IT departments
at each major business segment with a loose coordination of these departments at the top
by a VP of technology reporting to the CFO or Operating Chief.
3. Acquisitions, divestitures and mergers of many other companies resulted in a lot of
application baggage. Unlike other major players in the industry, who dictate what
systems the acquired company should use, Schlumberger has seen these newly acquired
business units as autonomous and has not imposed an additional wrenching change to the
employees by expecting them to change systems. This move is largely due to the size of
the acquisitions that Schlumberger has typically undertaking. The latest acquisition for
Schlumberger, Sema the Anglo-French information technology services firm with 30,000
employees, was purchased for 5.2 billion in 2001.
Schlumberger IT & Knowledge Management Strategy
4
The underlying enterprise architecture is vital when the “best of breed” approach is chosen in
order to enable the applications to be effectively integrated to support the end-end business
processes. Unfortunately in 1998, when the “best of breed” replacement applications had been
selected and procured, Schlumberger did not have an enterprise architecture, resulting in a more
difficult integration effort. The reason for this was because these IT selection initiatives were not
led by professional IT managers, but rather business managers typically from the oilfield side of
the company that had been promoted to IT roles.
2.2 IT Server Hardware
Schlumberger has major data centers in the following cities around the world:
Sugarland, Texas
Brussels, Belgium
Delft, Holland
Glasgow, United Kingdom
These corporate centers are where the major conglomerates of information systems reside. In
addition to these major data centers, there are many other engineering sites that have their own
in-house data centers that are managed by IT personnel locally.
For their NT systems, Schlumberger has standardized largely on HP-Compaq systems, while
they have selected Sun-Microsystems for their Unix systems. There is a long-standing
relationship between Schlumberger and Sun-Microsystems because of the commercial software
that Schlumberger uses in the oilfields running on Unix systems that has allowed for some
lucrative deals by both parties.
2.3 Telecommunication Infrastructure
Since the early 80’s Schlumberger has boasted one of the largest corporate networks around the
world for a private company. The following timeline shows the technology initiatives that took
place at Schlumberger at various points in history.
1981 – The first international data links where put up between Europe and the United States
consisting of leased lines that ran 9,600 bytes per second. These lines of communication were
used primarily for the transfer of files, remote login and e-mail between various engineering sites
working collaboratively on the same software. These systems ran Digital Equipment machine’s
operating system that came with an onboard simple text email solution, which was used by the
technical research experts to collaborate to engineering projects.
1983 – With the success of the point-to-point lines two years earlier there was a proliferation of
leased lines resulting in redundancy. There were multiple links between the United Kingdom,
France, United States and Tokyo. Because there were no routers at this time, the communication
lines were connected from the back panel of one system to the back panel of another.
Along with these leased lines, a satellite communications system was launched to enable
communications between the oil well logging trucks in the field performing logging and the
appropriate data center. A small satellite terminal was developed through a partnership with the
Satellite Division of Hughes Aircraft to replace the 10’ satellite dishes with 4’ dishes that were
installed on the oil well logging trucks initially.
Schlumberger IT & Knowledge Management Strategy
5
1985 - Top management decided to sponsor a global network for Schlumberger, which would be
run as an internal utility. An in-house department would be in charge of its operation with each
business unit around the world paying a proportional amount of tax based on the number of
employees or revenue to fund the common utility. Many of the same group of people who had
engineered the ARPANET were hired to provide the equipment and architecture for the network.
The global network consisted of an X25 based packet network that eliminated the redundancies
from the many leased lines between the major cities.
Today – All the Schlumberger sites, minus a few small sales offices, are linked via this global
network for a total of about 1,300 locations with two links between each continent for
redundancy purposes. X25 technology has been replaced with IP technology and frame relay
technology is used on each continent, which reduces topology management as each site is
connected locally to a point-of-presence.
Since communication companies do not provide worldwide access via frame relay,
Schlumberger created their own extra-network called ORBIS that uses at least two leased lines
between the continents. Within each continent, the ORBIS routers provide the link into the local
continental frame relays and network provided by a local provider. This private network
eliminates the need to use long-distance telephone carriers and the related charges.
Each Schlumberger employee has an e-mail address with access to the network. There are also
about 300 remote access points that can be used for remote login using the same username and
password from wherever the employee would like to access the network. This network is
managed centrally from offices in Aberdeen, Houston and Singapore that work around the clock
and back each other up to ensure that the traffic around the world is routed optimally.
2.4 LAN
Typically 10/100 MB Ethernet is used at the majority of Schlumberger sites while some of the
bigger sites, Austin, Cambridge, Tokyo, Sugarland, San Jose, Paris, and Beijing run gigabit
Ethernet. As commonly found in businesses today, dynamic addressing is used to provide
transparent access for the users wherever they log in around the world. DHCP provides each user
a dynamic IP address that enables access to email servers, web pages, and whichever other
resources or applications they need to access.
2.5 IT Personnel
The central management of IT is made up of a relatively lean virtual group of employees. There
are a small number of people who take care of common central functions namely, defining
standards, IT governance, global network management, selecting new platforms, and setting
service level agreements with IT providers. This small group is a distributed team that reports to
the CIO and consists of members located in Paris, Houston, Tokyo and Glasgow.
In addition to this global team, there are many local teams that support their respective sites or
business units. Each site is responsible for its related business applications along with its own IT
infrastructure. The IT functions at Schlumberger consist of +/- 1.5% of the total employees,
Schlumberger IT & Knowledge Management Strategy
6
which is in the range of 1,000 employees with the number changing every time a new acquisition
is made.
2.6 IT Budget
According to studies on IT spending by large companies, Gartner has reported that companies
spend from 2% – 10% of total revenue on IT, with manufacturing being at the bottom of this
range and financial corporations being at the top10. These figures assume that absolutely all IT
expenditures are accounted for. With a closer evaluation of IT costs, Schlumberger’s total cost of
ownership was adjusted from 1% to 2.5% of total revenue that corroborate the Gartner prediction
that IT costs are generally 2-3 times the initial high-level estimates. Based on these figures,
Schlumberger’s total cost of ownership is in the range of $350 million.
3 Knowledge Management
The strategy for implementing the discipline of KM into Schlumberger is presented along with
the successes and failures of the key related projects. In addition, Schlumberger’s approach to
provide incentives to employees to share knowledge, managing knowledge decay and its
strategic vision is also covered.
3.1 KM History
Reid Smith joined Schlumberger in 1981 where he led a knowledge-based systems program in
the computer systems department. Before this time, he had obtained his graduate degrees in
Electrical Engineering from Stanford University and worked for the Royal Canadian Navy and
then the Defense Research Establishment in Nova Scotia Canada. In 1997, Reid Smith was
assigned to Vice President of KM to help manage the vast amounts of disparately located
information at Schlumberger. He had extensive experience with knowledge management (KM)
since its inception in the Artificial Intelligence arena and had written extensive publications in
Academic Journals as far back as the late 1980’s.
Reid Smith realized that trying to have a computer system eliminate the human element and
automatically make sense of and regurgitate knowledge didn’t work very well. He realized the
low hanging fruit for KM was in creating an environment where people could share and reuse
each other’s knowledge. This approach focused on identifying the knowledge, experts,
classification structure, key words and providing easy user access and searching capabilities.
This also required experts to validate and feedback which knowledge was important, relevant
and current to share.
Since Reid Smith’s appointment as Vice President of KM, the term “knowledge management”
has been spoken of in a very consistent manner in company strategies, including reports to
financial analysts. These KM initiatives were presented in these reports as a new focus that
demonstrated how Schlumberger could assist their clients manage their knowledge. Along with
this new emphasis came new technologies that have helped Schlumberger become a leader in
knowledge management around the world. Most Admired Knowledge Enterprises (MAKE)8,
consisting of an international panel of Fortune Global 500 senior executives and leading
knowledge management experts, ranked Schlumberger 20th for their knowledge culture, how
they develop knowledge leaders, how effective they are at creating a learning organization and
how they focus on customer knowledge.
Schlumberger IT & Knowledge Management Strategy
7
3.2 The Knowledge Hub
The first key step for KM at Schlumberger was the launch of the Knowledge Hub. The
Knowledge Hub is a web portal where people can go to find reusable knowledge. (See Figure 1
in Appendix for screen shot). This initiative included defining the processes and appointing
personnel to manage this environment. This environment needed to ensure that the posting and
retrieval of this knowledge was relatively simple to do. This goal of simple codification was
achieved by developing a tool that can accept documents in whatever form they exist, whether
they are word documents, spreadsheets, small databases or presentation files. The majority of
time and effort was spent on making it simple to deposit, manage and reuse the knowledge, with
very little effort being spent beautifying the portal.
The following four steps were used by Schlumberger to develop the Knowledge Hub:
1. Developing a classification scheme
2. Assigning people to manage the enabling tools
3. Designating Content Managers
4. Requesting reusable content from employees
With the creation of the Knowledge Hub started in 1997, information on the hundreds of separate
websites that had been created by various departments in the organization since 1994 needed to
be consolidated and re-classified for use on the Hub. Cleaning up this website mess and giving
people access to all the available information through the use of a common infrastructure
accessible internationally was a large incentive for the Knowledge Hub. A policy was introduced
to discourage employees from wasting time and money creating their own websites, rather than
utilizing the common infrastructure provided by the Hub.
This effort was very successful and in 2002 there are only a few non-Hub-based websites. Since
its inception, a total of 1.5 million pages have been added to the Knowledge Hub. Today, no one
challenges its existence or effectiveness.
3.3 Monthly Reporting
This initiative was started in 1999 as a KM project to streamline and standardize monthly
reporting with appropriate viewing securities. Schlumberger decided to use Lotus Notes with a
Domino database to provide this capability and eliminate the vast amount of report formats and
emails being sent around the company. This provided a one-stop shop for all accessing all
monthly reports a person was authorized to view.
This worked well for about a year and then fizzled out due to the following reasons:
A critical mass of major stakeholders had not been created before its demise.
With the numerous reorganizations the reporting links and access controls were not
effectively managed.
Effective training of the new people who needed to provide and read this information was
not provided.
Resistance to change by newly appointed managers who were used to receiving these
reports as email attachments.
Schlumberger IT & Knowledge Management Strategy
8
Corporate executive sponsorship and extensive management support had not been
institutionalized.
3.4 InTouch
Another KM initiative was started in 1999 to provide a more formal and structured repository
than the Knowledge Hub for operational procedures of how engineers need to do critical jobs.
(See Figure 2 in Appendix for screen shot) It was important to provide a corporate repository of
accurate and current procedures that could be accessed especially by new engineers. Because of
the massive safety and financial consequences of not accessing correct information in this area, it
was essential to provide a much more stringent process to validate and update this information.
The key difference from the knowledge stored on the Hub is the process to submit, validate and
manage this knowledge.
At the core of InTouch are a group of appointed engineers who are highly regarded experts in
their particular field, who respond to and route questions to other subject matter experts and
carry out the validation and consistent formatting of the knowledge. It started with the focus to
support field engineers and is being expanded to support the consultants in 2002/3.
3.5 Eureka
Eureka is an initiative under which "technical communities" of employees organize themselves,
elect their leaders, and perform activities to increase knowledge sharing and provide technical
inputs to business strategies. (See Figure 3 in Appendix for screen shot) This solution provides a
mechanism for connecting people to a group of experts in the fields the person is interested in to
enable three goals:
Knowledge sharing
Employee motivation through being connected to a network of exciting experts across the
world that provides a form of virtual mentoring
Communities of Technical Professionals can provide strategic advice based on evolutions
in the technologies in their areas
The third area results in these professionals writing white papers that are widely commented on
and then presented to management with a business case for the recommended strategic projects.
3.6 Knowledge Decay
There are two ways that Schlumberger deals with knowledge decay. Firstly, there is a feedback
button on each page that enables any user to easily send a message to the owner of the page to
correct the content. A second mechanism has been provided to incorporate an expiration date on
every web page when it is created. When this date is reached a note is sent to the creator of the
page to review it and update the content, remove the page(s), or update the expiry date. This
notification is escalated if not addressed to provide alerts about the obsolescence of information
on the Hub. The timing of these notifications occurs over time to prevent overwhelming the
creators and managers of this information.
3.7 Incentives
Schlumberger understands that the theoretical practice of give and take of information does not
work very well. The majority of people do not understand that if they want to find something
useful that others have deposited, it follows that they also need to deposit knowledge themselves
Schlumberger IT & Knowledge Management Strategy
9
in order to benefit their colleagues. Because this logical relationship does not often compel
people to act, Schlumberger uses other methods to encourage knowledge sharing:
1. Include knowledge sharing and reuse as an objective that is formally included in year-end
evaluations.
2. Give people "points" when they enter knowledge in the InTouch system or download
recorded solutions from it.
3. Use the points to inform managers of who are the most KM-oriented employees in their
teams and then publish the names of the most frequent contributors on the front page of
the relevant portals or web sites.
3.8 KM Technology Vision
There is a vision to move from the homegrown KM applications to a comprehensive Content
Management commercial application. This project will also need to ensure that the many unique
requirements that have been built into the current solution are adequately supported by the
replacement system.
The cost and organizational impact to carry out this migration in Schlumberger’s widely
dispersed company makes this unattractive at this point in time. The focus is on identifying the
incremental improvements that can be made to the existing system without major investments in
this current conservative economic climate. Some examples of the current knowledge technology
vision are:
Increased integration of the current applications
Improved search engines
Improved knowledge relationships
Merge more information into the Knowledge Hub
Consolidate the number of stand-alone websites that detract from the goal of KM
Educate employees from recently acquired divisions so they learn better to use what is
already available
Extend the InTouch system from its original scope (oilfield engineers) to other activities
(IT consultants, etc.)
4 KM Analysis
As demonstrated by their Most Admired Knowledge Enterprises ranking, Schlumberger has
made some giant strides in becoming a learning organization. Since the appointment of Reid
Smith as VP of KM and more recently as CKO in 2001, Schlumberger has been effective in the
following areas of knowledge management.
1. There is a strong corporate knowledge culture supported by Schlumberger’s top
executives in meetings, company documentation, and the Knowledge Hub.
2. Knowledge leaders have been identified and strategically placed in the oilfield services
part of the business as well as the recently acquired smartcard and consulting areas of
Schlumberger. These knowledge leaders are instrumental in the Eureka system as they
steer and facilitate the questions and discussions within these technical communities.
3. Knowledge-based services and solutions have been offered to their oilfield clients since
1997 and have also become part of the solutions offered by the new areas of the business.
Schlumberger IT & Knowledge Management Strategy
10
4. Intellectual capital has been largely increased through the Knowledge Hub and
specifically the InTouch program that serves as a mentor to new engineers at
Schlumberger.
5. Tied to the corporate knowledge culture, there is an environment for collaborative
knowledge sharing at Schlumberger facilitated largely by the Eureka program and the
identified knowledge leaders.
6. Schlumberger has been partly effective in creating an organization that is dedicated to
learning organization. Based on the strong executive support and the current homegrown
knowledge management systems, there is a defined learning agenda and the company is
open to discordant information. Also, less critical knowledge is lost when a key person
leaves and the employees are utilizing the information contained in these systems to
avoid repeated mistakes.
7. Each division within Schlumberger is encouraged to focus on customer knowledge and
make it part of their future direction and strategic customer value.
8. Schlumberger has been a pioneer incorporating knowledge management into both its
strategic business plan and its offered services and solutions that has been reflected in its
shareholder value.
Through my interviews with Schlumberger executives and analysis of the company, the
following areas have been identified that need to be transformed to maximize the adoption and
return of KM at Schlumberger:
1. Schlumberger has spent considerable time developing its current knowledge management
systems, fostering an environment of knowledge sharing, and making knowledge
solutions a part of its services, but does not have a strategic IT roadmap for the future. In
some ways, Schlumberger is living through its past achievements and only has a KM
technology vision that affects its current systems.
2. Schlumberger does not meet all the requirements of a learning organization as presented
by David A. Garvin in his book Action in Learning: A Guide to Putting the Learning
Organization to Work5. The Litmus Test Garvin uses to determine if an organization is
committed to organizational learning consists of 5 questions:
a. Does the organization have a defined learning agenda?
b. Is the organization open to discordant information?
c. Does the organization avoid repeated mistakes?
d. Does the organization lose critical knowledge when key people leave?
e. Does the organization act on what it knows?
Schlumberger does have a defined learning agenda and is open to discordant information,
but still makes repeated mistakes, loses critical knowledge when key people leave and
does not always act on what it knows.
Schlumberger IT & Knowledge Management Strategy
11
3. Although Schlumberger has increased its Intellectual Capital it has not created maximum
value by developing the best possible effectiveness and efficiency as it relates to the
deployment of the resources they have at their disposal.
4. With major emphasis being placed on its current knowledge management systems, there
are several new technologies that are not being pursued by Schlumberger. XML and Web
Services are quickly becoming a standard for businesses and yet Schlumberger has
neither incorporated them into its strategic vision nor have they made these services
available to their clients. This lack of vision for technology shows that the focus on
customer knowledge has not always been implemented effectively.
5 Strategic Recommendations
Based on the above analysis of what Schlumberger is doing well and what needs to be improved
upon in the KM area of the business, the following recommendations are offered as a way to
address the identified shortcomings and build on Schlumberger’s current KM strengths.
5.1 Strategic IT Roadmap
Schlumberger does not currently have a Strategic IT Roadmap, and it is recommended that they
develop one that provides the direction and plan for moving towards their IT vision of acquiring
data and maximizing their use to benefit customers7. The timetable for this migration will be
dependent on the competitive and economic climate. This IT Roadmap should consider a number
of the following strategic technology and organizational developments.
5.2 Organizational Learning & Intellectual Capital
The implementation of organizational learning is an area that Schlumberger could improve on
and which could leverage the current excellent KM foundation and culture. More attention needs
to be spent encouraging employees to take the time to both submit more knowledge and use the
available knowledge as part of everyday functions. This would assist the organization to be able
to address the following learning and intellectual capital issues.
a. Lose critical knowledge when key people leave
b. Avoid repeated mistakes
c. Act on what it knows
As the organization continues to acquire additional companies, especially when the companies
are in new fields, dealing with the many WIIFM questions needs to be addressed urgently so as
to maximize organizational learning and intellectual capital at Schlumberger.
5.3 Customer Knowledge
There needs to be more emphasis placed on customers and their knowledge in the future as
Schlumberger has recently been internally focused, falling behind on some important advances
in technology. Customer knowledge is one of the areas that is judged by the Most Admired
Knowledge Enterprises committee8 and is critical to a learning organization that seeks to have a
complete knowledge base. John Browne, CEO of BP, states that “You can learn from your
contractors, suppliers, partners, and customers. And you can learn from companies totally
outside your business. All are crucial.”2
Schlumberger IT & Knowledge Management Strategy
12
5.4 Content Management System
A content management system (CMS) is certainly not appealing to Schlumberger at the moment
having been burnt less than 10 years ago with its ERP implementation and the expensive and
timely development of its current knowledge management systems. It is recommended that
Schlumberger continues to develop and integrate its own knowledge management systems as
they are working well and have a high adoption rate before investigating the option of an entire
CMS that will replace all three systems once a new generation CMS has been rolled out and
there have been many other companies acting as CMS “test sites”.
Ultimately, all content management whether web site management, document management,
digital asset management, documentation and training development, and even document imaging
along with the many security issues should be controlled from one CMS. This will alleviate
many of the integration issues between the current systems, streamline communications,
diminish training time and will also reduce the personnel and overhead to run content
management at Schlumberger.
5.5 XML Technology
XML is a strategic technology that is recommended that Schlumberger evaluate when they create
their future IT Architecture direction. Schlumberger currently has several client projects that are
using XML technology, however there is currently not a corporate initiative to explore this
technology.
5.6 Business Process Management
Another strategic direction that needs to be planned for is the implementation of business process
management using web-services and application integration. This will provide users with in-
boxes that initiate the relevant applications and pass the relevant data to enable the user to carry
out his various tasks without having to log-into the various applications, navigate to the relevant
screen and then select the appropriate records.
A new standard that has recently been developed by IBM, Microsoft and BEA is the Business
Process Engineering Language for Web Services (BPEL4WS). BPEL4WS provides a language
for the formal specification of business processes and business interaction protocols. By doing
so, it extends the Web services interaction model and enables it to support business transactions.
BPEL4WS defines an interoperable integration model that should facilitate the expansion of
automated process integration in both the intra-corporate and the business-to-business spaces11.
This standard is in competition to the Web Service Choreography Interface (WSCI) standard
produced by BEA, SAP, Intalio and Sun Microsystems.
This change has huge productivity benefits and improved process awareness, however it will
require a stronger corporate approach to process management infrastructure with strong
commitment from Schlumberger executives and management required to ensure this future
project does not go the same way of the monthly reporting project.
Schlumberger IT & Knowledge Management Strategy
13
6 Appendix
Figure 1: Screenshot of Schlumberger’s Knowledge Hub
Schlumberger IT & Knowledge Management Strategy
14
Figure 2: Screenshot of Schlumberger’s InTouch Program
Schlumberger IT & Knowledge Management Strategy
15
Figure 3: Screenshot of Schlumberger’s Eureka Initiative
Schlumberger IT & Knowledge Management Strategy
16
7 Bibliography
1. Baudoin, Claude R. Personal Interview, 06 November 2002
2. Brown, John, Organizational Learning in BP, 1997,
http://choo.fis.utoronto.ca/iss/km/KO.BP.comments.html
3. Dolphin IT-Project and Consulting Corporation Customers
http://www.dolphin-corp.com/en/kunden/ku_sch_re.shtml
4. Fortune’s Global 500 Companies
http://www.fortune.com/lists/G500/snap_1909.html?ref=alpha_companies
5. Garvin A., David, “Learning in Action: A Guide to Putting the Learning Organization to
Work” Harvard Business School Press, 2000
6. Burke, Brian. Personal Interview, 13 November 2002
7. Schlumberger – About us http://www.slb.com/ir/aboutus/
8. Schlumberger – Most Admired Knowledge Organization (MAKE) Winners – 2002
http://www.slb.com/Hub/index.cfm?id=id1215380
9. Schlumberger – Who We Are http://www.slb.com/ir/aboutus/world-whoweare.html
10. The Industry Standard – Gartner: IT Spending
http://www.thestandard.com/article/0,1902,27986,00.html
11. Webservices.org – BPEL4WS http://www.webservices.org/index.php/article/archive/69/
Schlumberger IT & Knowledge Management Strategy
17