(or lack thereof)
I received from Nick Milton and Roan Yong on my post “BP’s spill and KM excellence: A paradox?” Both–in somewhat different ways–challenged the idea that there was a paradox: Nick (speaking independently but with deep internal BP expertise) argued primarily from the Black Swan perspective: no one could see this coming. Roan argued that BP is great with peer assists but they are designed for simple problems using Snowden’s Cynefin framework, whereas the blowout was complex. (I’d say peer-assists are primarily for complicated work and may have merit in the complex domain).
Now Tom Davenport has weighed in in an HBR post entitled “If Only BP Knew Now What it Knew Then.” He also contrasted the CEO’s approaches. Davenport states that BP’s “prized ‘peer assist’ program — the jewel of its knowledge program — was barely functioning.” Although he does not mention boundaries or environmental programs specifically, he hints at boundaries in statements such as “The cultural byword had become full steam ahead” (note mechanical metaphor).
A range of interesting comments is trickling in to the HBR site, and I hope they will continue to do so. Watch the HBR post space and comment/trackback here or there if you have insights to share.