Rethinking knowledge sharing: KIROI Step 1 for decision-makers

In the age of digitalisation, the Exchange of knowledge is becoming increasingly important for companies. For decision-makers in particular, it is essential to reorganise this process in order to optimally utilise the potential of internal information. The focus here is on targeted access, as proposed in the KIROI model. Because more effective Exchange of knowledge begins with a structured analysis of existing knowledge and communication channels.

Rethinking knowledge sharing: KIROI Step 1 for decision-makers

The first step in the KIROI approach aims to precisely record the current situation in the company. Decision-makers should identify both formal databases and informal channels. This makes it clear where knowledge is already being shared and where barriers exist. In the automotive industry, for example, decision-makers often report that collaboration between design and production is hampered by a lack of interfaces. A targeted inventory helps to uncover these communication gaps. Similarly, in the healthcare sector, important experience gained by nursing staff is often under-documented so that new teams do not benefit from it. Service companies often realise through this step that knowledge exchange between different locations or departments hardly takes place, even though it is urgently needed.

Practical impulses for getting started with knowledge sharing

The following measures are recommended for the implementation of step 1 in the KIROI model:

• Carry out structured interviews with key persons in order to make implicit knowledge visible.
• Use digital platforms such as social intranets or collaboration tools to centralise explicit knowledge.
• Promote a corporate culture that supports trust and an open feedback culture, as these are fundamental prerequisites for the active exchange of knowledge.

BEST PRACTICE at a customer (name concealed due to NDA contract): An internal knowledge platform was set up in a medium-sized industrial company. In addition, regular short presentations were held so that employees could present their expertise across departments. This led to better project results and a more lively team culture.

Why does effective knowledge sharing begin with analysis and openness?

Only those who know the status quo can take targeted measures. Companies operating in the financial sector, for example, often recognise the loss of expert knowledge too late when employees change. In this case, a forward-looking recording of knowledge sources is crucial in order to recognise areas for action at an early stage.

Another reason for this initial step is to uncover cultural barriers. In many companies, there are unconscious barriers, such as keeping knowledge „to oneself“ in order to secure competitive advantages over colleagues or superiors. The KIROI approach helps managers to scrutinise these attitudes and change them through appropriate incentives.

Software development companies report that open feedback sessions and peer-to-peer coaching not only improve the sharing of technical skills, but also informal knowledge. This approach promotes team performance and increases the ability to innovate.

How you can support the exchange of knowledge in your company

In addition to the analysis, the following aspects are particularly important in order to promote the sustainable exchange of knowledge:

• Regular workshops promote personal dialogue and build trust.
• Mentoring programmes connect experienced employees with younger colleagues in order to pass on tacit knowledge directly.
• Agile working methods enable flexible and transparent communication within teams.

In the construction industry, for example, community-of-practice groups are used to make specific expertise available across projects. This prevents valuable expertise from being stored only individually.

My analysis

Rethinking knowledge exchange requires a targeted start with an inventory. KIROI Step 1 for decision-makers provides support in identifying knowledge inventories, communication channels and obstacles. This opens up a wide range of opportunities to systematically exchange knowledge based on real needs and circumstances. This is the only way for companies to strengthen their innovative power and competitiveness in the long term. Decision-makers are well advised to implement this step with methodical support in order to establish an open culture of learning and maximise the potential of knowledge sharing.

Further links from the text above:

Mastering knowledge sharing: KIROI Step 1 for decision-makers [2]

Definition Knowledge Exchange | Glossary Business Processes [1]

Knowledge exchange in knowledge management: tools & methods [3]

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