Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: Harvard Business Publishing
Originally published in: "Balanced Scorecard Report", 2000
Version: 1 February 2000

Abstract

This is an enhanced edition of HBR article 97507, originally published in September/October 1997. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. John Browne believes that all companies battling it out in the global information age face a common challenge: using knowledge more effectively than their competitors do. And he is not talking only about the knowledge that resides in one''s own company. ''Any organization that thinks it does everything the best and that it need not learn from others is incredibly arrogant and foolish,'' he says. British Petroleum''s chief executive, who engineered the revival of BP Exploration and Production and poised BP for spectacular growth, never accepts that something can''t be done and is always asking if there is a better way and if someone might have a better idea. Under his leadership, BP is doing the same. And no matter where knowledge comes from, Browne says, the key to reaping a big return is to leverage that knowledge by replicating it throughout the organization so that each unit is not learning in isolation.

About

Abstract

This is an enhanced edition of HBR article 97507, originally published in September/October 1997. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. John Browne believes that all companies battling it out in the global information age face a common challenge: using knowledge more effectively than their competitors do. And he is not talking only about the knowledge that resides in one''s own company. ''Any organization that thinks it does everything the best and that it need not learn from others is incredibly arrogant and foolish,'' he says. British Petroleum''s chief executive, who engineered the revival of BP Exploration and Production and poised BP for spectacular growth, never accepts that something can''t be done and is always asking if there is a better way and if someone might have a better idea. Under his leadership, BP is doing the same. And no matter where knowledge comes from, Browne says, the key to reaping a big return is to leverage that knowledge by replicating it throughout the organization so that each unit is not learning in isolation.

Related