Escalys is a knowledge age motivator of breakthrough programs that will implant themselves into the DNA of your organization. Leading to clarifying, creating, and expanding your story as part of demonstrating value expansion and growth.
In many cases, organizations are aware of existing gaps. Places where they know they can do better, however, have decided for various reasons to not take action…the knowing-doing gap likely exists in your current story.
With a systematic focus on resource allocation, Escalys applies practices developed and enhanced from its BP heritage to resolving key performance gaps. Allowing new levels of self-sustaining performance to take root in critical areas such as M&A, operational performance, new product and market development, innovation, and others.
Let us help you release the powerful story of uncompromising success waiting in your organization to be told to customers, investors, employees – and the world in general.
Contact us at info@escalys.com or (440)-499-5301 to see how Escalys can make a difference your organization will feel.
The “Escalys Story” started in 2007 as a new, more powerful view of managing knowledge emerged from a long and personal tradition that started for Tony Kuhel as a core member of British Petroleum’s London based Group Knowledge Management. The work evolved with formation of Knowledge Transformation International, formed by a majority of the BP team who decided to leave with their intellectual property and BP’s blessing. And then went to work across the world in various regional organizations under the “Knowledge Transformation” brand.
The deeper story, and the ‘Greek’ influence, came from work initiated by Tony for the US market in 1996 what became a global success for BP - the Olympus Initiative. Olympus became an integral part of BP’s historic success in managing knowledge for value and also the world’s largest, most comprehensive, and most profitable full featured KM Program.
Full featured meaning that unlike other KM approaches, Olympus provided a comprehensive and seamless approach to people, process, and advanced technologies…including advanced visualization,
learning organization practices, and personal transformation methods…and other. Consistent with the ‘Greek’ theme, Escalys was formed to refocus on the extensive learning from BP and beyond as Knowledge Transformation and to begin focusing on a practice based approach to applied KM and, where possible, use of emerging technologies.
As a warrior turned philosopher, poet, and play write, it seemed Escalys (known in Greek history as Aeschylus) was the perfect build from Olympus and the strategic intent of our company. Put well and eloquently by President John F. Kennedy…
"My favorite poet was Aeschylus. And he once wrote: 'Even in our sleep, pain which cannot forget falls drop by drop upon the heart, until in our own despair, against our will, comes wisdom through the awful grace of God.' What we need in the United States is not division; what we need in the United States is not hatred; what we need in the United States is not violence and lawlessness; but is love and wisdom, and compassion toward one another, and a feeling of justice toward those who still suffer within our country, whether they be white or whether they be black... Let us dedicate ourselves to what the Greeks wrote so many years ago: to tame the savageness of man and make gentle the life of this world."
The quotation from Aeschylus was later inscribed on a memorial at the gravesite of Robert Kennedy following his own assassination.
Unlike Aeschylus, however, it has been Escalys finding that to make these things happen – for America and for the world – the battle continues and the clarity of need for our approach grows. And, we are pleased to report, our learning and success grows as well.
Merger & Acquisition – The Incentive to Transform – BP
How do we shift the current expectation of an M&A being an investment that must show immediate, positive ROI into and investment that shows immediate and long term ROI by serving as a catalyst as well as an ingredient on the way to optimum overall and overtime performance?
"The acquiring of physical assets went well but the return on time and investment did not find us embracing a success or the new level of capacities we had expected...it was more like business as usual but a lot harder." And as we saw the need for serial M&A, the hallucination of being the biggest and most successful gave way to the reality of burning out while making things look successful.
United Nations – Communities of Practice
In the early 2000s, The United Nations received funding from The Bill & Melinda Gates Foundation to implement programs in a way that would provide a state-of-the art mechanism to identify, capture, and share knowledge and learning to improve policy and program development and delivery. This was a new way of looking at sustaining value from contributions and of strengthening the UN’s impact across the world. To do so, the UN staff needed to be empowered to link and to learn from one another, and to break barriers, both on the international and professional level.
LEARNING TO FLY
As a member of BP’s core Knowledge Management Team, Tony Kuhel watched over its largest and most successful KM program. Tony accepted the award from IBM and The American Productivity & Quality Council (APQC) on behalf of BP as the “leading knowledge organization in the western hemisphere.” He is acknowledged for his contribution in “Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations.” The text is used as a part of the Escalys KM Certification Program.
“Finally in the jungle of theoretical sources about knowledge management, a really practical, “hands-on” book which gives useful insights, in the practice: How to initiate knowledge management and even more important how to keep it alive – as a normal part of everyday business.” Cordula Sofftge, BMW
