Abstract : For several years, knowledge management approaches mainly based on Information Systems are implemented to optimize the use and sharing of knowledge between individuals. More recently, this technical view has evolved towards a more human centric approach to enhance the value created from the human interactions: it the Organization 2.0, called "knowledge centric". This research proposes to identify levers of organization transformation, from a process centric view - which associates human factor with the concept of risk - to a knowledge-centric organization, where knowledge appears as an opportunity. Thus, the focus is set on knowledge transfer, at the heart of knowledge centricity, by introducing individual knowledge maps in the organization in order to make actor networks emerge.This research is based on an intervention-research carried-out in Total to deploy a know-how transfer approach. The main results show the strength of the combination of knowledge maps and knowledge transfer for an organizational transformation: the identification of the intellectual resources of an organization through a human centric approach, the identification of actor (and knowledge) networks, the creation of a collective sharing dynamic, a management tool for decision support and risk management, and an opportunity for dialogue between the actors. Through these results, this research contributes to the work on knowledge centricity through the introduction of individual knowledge maps as means of promoting change through knowledge transfer. This research also shows the limits of this introduction in process centric organizations: a strong matrix structure associated with actors' strategies in a changing environment is hampering the development of a collective and global approach leading to a knowledge centricity.