1. The Power of Connections
June 2013
Dan Ranta
“Driving Business Excellence
with Purposeful Collaboration”

2. ConocoPhillips: Company Overview
ConocoPhillips explores for, produces, transports and markets crude oil, natural gas, natural gas liquids, liquefied natural gas and bitumen on a worldwide basis.
Key focus areas include safely operating producing assets, executing existing major projects and exploring for new resources in promising areas.
The portfolio includes legacy assets in North America, Europe, Asia and Australia; growing North American shale and oil sands businesses; a number of major
international development projects; and a global exploration program.
ConocoPhillips conducts exploration activities in 19 countries and produces hydrocarbons in 13 countries, with proved reserves located in 15 countries as of
Dec. 31, 2011.
Headquartered in Houston, Texas, ConocoPhillips has operations in almost 30 countries.
As of December 1, 2012, the company had almost 17,000 employees worldwide.
Footnotes

3. External Range
History of ConocoPhillips
2000 2001 2002 2003 2004 2005
Wilhelmshaven
Refinery
2006 2007
Canada
ARCO Alaska
2008
LUKOIL
2013+
Repositioning

4. 2004 2005 2006 2007 2008
Previous
Networks –
Downstream
and
Upstream
(FETs & NETs
Created)
KS
Strategy/
Upstream
Global
Awards
4-Gs
Upstream
Network
Model
Functional Excellence (continuous improvement)
Communication
& Training
− Semantic
Analysis
(Content)
− Discussion
Sharing
2009
Enterprise-wide
KS Program
DefiningNewConocoPhillips
EmphasisonIntegration
ExpertiseLocation
NetworkImpactAssessments
HR/LearningLinkage
Focus on
Connecting
People
2010 2013-4
KS Vision – 2014
Knowledge Sharing Journey
OneWiki
Pilot and
Launch
2011
− “New Edge
in Know-
ledge”
published
− Global
MAKE
Award
2012
Repositioning
1990s
-2003
Success
Stories
Networks 2 40 60 100 130 150+
KS University
105+

5. KS Provides a Strategic Advantage
Networks of Excellence 105+ Enterprise-wide technical expertise networks have 100 to
800+ members each (all networks sanctioned by the business)
Network Membership About 40,000 Total Network Members (13,000+ unique)
Global Collaboration Over 130,000 instances of peer-to-peer problem solving in the
last 7 years – key source of business value; nearly percent of
employees reading Network sites (Learning)
Collaborative Culture Focus on knowledge capture and re-use to retain critical
knowledge and overcome demographic challenges
Business Impact $100s of millions of documented savings – (2004 – present)
External Benchmarking
and Recognition
– 2005, 2010 Spirit Award
– 2009 – 2012 Most Admired Knowledge Enterprise (MAKE) Winner
Key Measures and Results
Vision: A workplace where employees continuously deliver additional value
through global collaboration and expertise sharing.

6. FORMAL INFORMAL
Frameworks
Roles
Methodologies
Processes
Accountabilities
Business
Determines
Balance
Functional Excellence
Balancing the Formal and Informal
Adaptable Networks
Agile Interactions
Collaboration
Innovation
Business 2.0
Help employees handle situations that do not fit cleanly into established
processes and structures
Leadership Behaviors
Diversity of Thought
Organizational Transparency

7. 7
Purposeful Collaboration provides Competitive EdgePurposeful Collaboration provides Competitive Edge
 Purposeful collaboration for global functions, disciplines and networks
is aligned with value for Business Units and Functions
 Other Knowledge Sharing is also valuable
 Key is for global networks to set goals with measurable deliverables
COLLABORATI
ON
TIME
VALUE
Purposeful Collaboration

8. 8
Knowledge Library OneWikiAsk & Discuss
Enhanced
• Expert problem
solving…globally
• Questions & answers
for challenges
• Where know-how and
know-what is shared
• Sharing across
networks
Sponsor
SME
Members
Core Team
Leader
Network ofExcellence
Network of
Excellence
Network of
Excellence
• The 1st
place to look
for subject overviews
• Collective know-how,
know-what, know-why
• Knowledge “in context”
• Global Learning
Knowledge Architecture / Culture
Documented Knowledge
• Reusable internal and
external content
• Lessons learned &
Best practices
• Closed discussions
• Guidelines

9. Sister Network Sharing – powerful “horizontal”
INTEGRATION
Wells
Excellence
IT
Operations
Excellence
Technology
Subsurface Excellence
HSE
Functions
Procurement
Project Development
Marine

10. Knowledge Sharing
LineOrganizations:Results&Rewards
ConocoPhillips has a matrix organization
• Allows sharing more readily across boundaries (advantage)
• Allows for specialization and career progression (advantage)
• Requires coordination to ensure priorities are managed (challenge)
• Requires effective leadership behavior (challenge)
Combination of Vertical
and Horizontal work
patterns create:
Sustainable Business
Value
Employees
Global Functions
Functions / Networks: Work Performance & Quality
Global Disciplines
Global Networks

11.  Will Be:
 Values Based
 Performance- and results-driven
 Focused & aligned
 Efficient & non-bureaucratic
 Empowered & collaborative
 Inspired & fun
 Collaboration is vital to our success as an agile independent
 Spread the word…culture changes happen one person at a time

12. Knowledge Sharing at ConocoPhillips
transformational
services
Collaborative jams
Visioning strategy
sessions
Turning strategy into
action
Wikithons

13. 13
2012 Advance Working Group Study
2011 – “Excellence in engagement
and participation for knowledge
sharing and collaboration”
2009 – “Excellence in sustaining
effective communities of practice”
2005 & 2010 – Spirit of Performance
Knowledge Sharing & Business
Partners
2009 – 2012 – Most Admired
Knowledge Enterprise (MAKE)
Awards
Award-winning program

14. Leadership & Sponsorship must be active -- People respond
positively when their supervisors are supportive
We learn from each other and through stories (Know-how and Know-
what) – and this is great way to measure results
Knowledge accumulates in Networks – that’s got to be the focus
Technology alone does not change behavior
Context is more important than content
Knowledge is not free; it requires development, maintenance and
transfer / absorption costs
Nothing significant happens without trust
Focus mainly on connecting people and local knowledge
Make it part of personal business goals / commitments
Regular follow-up and health checks are essential
Use Continuous Business Improvement as a key driver
Best Practices – Keys to Creating a World Class KS Culture

15. Leadership / Governance / Communications
•KS Strategy / Vision – clear roadmap refreshed regularly by business input
•KS Function / Team – highly motivated, customer oriented KS Team
•Governance – strong functional and regional leadership support (KLST)
•Communications – relentlessly obsessing about our 10-year journey – internally and externally in
•myriad of publications (including internal branding)
•External Benchmarking & Awards – reciprocal sessions and MAKE awards
Business Focus
•Business Value – high business value ($100s millions of ENCF impact)
•Continuous Improvement – focus on “Functional Excellence”
•Transformational Services – Visioning, Jams, Wikithons
Engagement with Employees
•Knowledge Sharing Culture / Sponsorship – unanimous EVP support for KS culture
•Rewards and Recognition – highly coveted Global Awards for KS
•Collaboration – high usage of our 100+ Networks and cross-network focus (very sticky)
•Training – regular sessions face-to-face and virtual (KS University)
•Innovation from Consulting Support – engage excellent consulting services (best technology)
Focus on Learning and Quality Content
•Learning Organization – 125,000+ instances of peer-to-peer problem solving and 75 percent
readership across all employees
•Intellectual Capital – with semantic analysis and OneWiki solutions
Best Practices – Keys to Building a World Class KS Program