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In today's dynamic business environment, many managers are faced with a key challenge: how can knowledge sharing be organised effectively? The answer lies in a structured approach. Knowledge sharing is the foundation for innovation, faster decision-making and long-term business success.[1] The KIROI method, and in particular the first step of this approach, provides decision-makers with a tried-and-tested tool. This blog article shows you how to strengthen knowledge sharing in your company in the long term and which practical steps will help you to do so.
Why knowledge sharing is central to your organisation
Knowledge sharing is not a new concept, but its importance is growing all the time.[3] Employees have an enormous amount of tacit and explicit knowledge. This often remains hidden in the minds of individuals. A culture of knowledge sharing transforms this potential into an asset. This enables teams to work faster, find better solutions and be more productive overall[5].
For decision-makers in particular, knowledge sharing not only supports operational efficiency. It also promotes innovation and strengthens the loyalty of skilled employees.[1] When employees realise that their knowledge is valued, their motivation increases considerably.
Best practices in knowledge exchange: concrete examples from various industries
The industry demonstrates a variety of approaches to knowledge sharing. One IT company organises regular knowledge sessions[4] where employees report on current projects and share their experiences. Banks rely on digital platforms for uncomplicated exchange.[4] A medium-sized mechanical engineering company uses mentoring programmes through which experienced colleagues pass on knowledge.[4] These examples show: There are numerous ways to realise knowledge exchange.
BEST PRACTICE with a customer (name hidden due to NDA contract): A medium-sized industrial company implemented an internal knowledge platform alongside regular exchange formats. Short presentations enabled employees to make their expertise more visible. Cross-departmental access to this knowledge led to a noticeable improvement in the project process and stronger team dynamics. The exchange of knowledge thus became a strategic success factor.
KIROI Step 1: Targeted analysis as a starting point
The first step in the KIROI approach focuses on a systematic analysis.[2] Decision-makers should first record the current state of knowledge. What sources of knowledge exist? Where does knowledge flow formally, where informally? These questions help to draw a clear picture of the initial situation.
Knowledge sharing often fails not because of a lack of knowledge, but because of a lack of transparency and accessibility[2]. These can be organisational, such as departmental boundaries, or technical, such as a lack of digital tools. Only once these barriers have been recognised can they be eliminated in a targeted manner.
Practical steps for decision-makers when sharing knowledge
The following concrete steps are recommended to initiate the exchange of knowledge in a structured manner:[2]
Firstly, you should conduct structured interviews with key people. These discussions make implicit knowledge visible. Ask specifically about experiences, solution approaches and best practices. A sales manager often knows more about customer problems than product development. A customer service employee often knows solutions that are not recorded in the documentation.
Secondly, make targeted use of digital platforms[2] Social intranets make it possible to store explicit knowledge centrally. Employees can find documents, process descriptions and contact information for technical experts there. These platforms should be easy to use and provide quick search results.
Thirdly, you create incentives and positive framework conditions.[2] Knowledge sharing only works if employees feel encouraged to do so. Recognition, time in the working day and celebratory recognition of contributors promote a culture of sharing and learning.
Examples of knowledge exchange from various industries
A research institute shows how interdisciplinary teams can find more creative solutions more quickly through structured knowledge sharing.[4] The different perspectives lead to innovative approaches. An international logistics company strengthens the loyalty of its employees through knowledge portals[4], which bring together expert profiles and project-related tips in a centralised location.
The picture is similar in the healthcare sector. Care teams use regular case discussions to share experiences. In the financial sector, webinars are organised on new regulations. The exchange of knowledge thus takes different forms depending on the sector, but follows the same principle everywhere: knowledge is passed on in a targeted manner.
The advantages of a systematic exchange of knowledge
Companies that invest in a well thought-out knowledge sharing system benefit significantly.[1] The first positive effect: best practices are shared more quickly across departments. Employees do not have to reinvent the wheel[1] and build on proven solutions, saving time and costs.
The second advantage is faster decision-making. When employees actively share their knowledge with each other, they find answers quickly[1] and don't need to spend a lot of time researching or looking for colleagues. The information they need is accessible and reliable.
The third advantage concerns the safeguarding of knowledge. The expertise of employees remains within the company, even when people retire or change companies[1], which prevents costly loss of knowledge and contributes to continuity.
How knowledge sharing closes the skills gap
A common challenge in companies is the skills gap.[3] New employees need time to understand their tasks. This familiarisation phase can be significantly shortened through targeted knowledge sharing. Experienced colleagues support young talent in acquiring new skills.[3] An environment in which questions are welcomed and willingness to learn is rewarded makes all the difference.
BEST PRACTICE with a customer (name hidden due to NDA contract): A medium-sized company implemented KIROI Step 1 by establishing internal workshops for conscious reflection on its own level of knowledge. Managers moderated these meetings to promote dialogue and make individual learning needs visible. This increased cross-departmental collaboration and significantly shortened project lead times. The exchange of knowledge thus became the basis for faster and better results.
Practical tips for managers to promote the exchange of knowledge
As a manager, you have a major influence on the culture of knowledge sharing in your department.[4] Initiate regular feedback rounds. This will allow you to gather knowledge from different perspectives. Your employees will realise that you value their thoughts.
Use digital tools that make it easier to share and find information[4]. A well-organised document repository, a functioning wiki or a collaborative platform save time. Your employees should be able to access the knowledge they need without any fuss.
Establish a culture of trust and appreciation[4]. Only then will employees be happy to pass on their knowledge. Avoid competition between teams. Instead, promote the idea that shared knowledge increases overall success.
Encourage informal meetings[4] Some forms of knowledge can only be transferred in informal conversations. A lunch together or an informal exchange on the fringes of an event can be very valuable. Implicit knowledge becomes visible.
Establish further training as an integral part of personnel development[4]. This signals that learning and knowledge sharing are central to the company's success. Employees who undergo further training can share their new knowledge with others.
The role of knowledge exchange in the creation of innovations
Innovation often arises from the collision of different ideas. The exchange of knowledge creates the platform for this.[5] When employees from different departments share their experiences, new combinations and solutions emerge. An approach from marketing could be transferred to a problem in production. An experience from an older project could be applied to a new one.
Experience shows that organisations that cultivate a culture of knowledge sharing lead to rationalisation and leaps in innovation[5]. This is a real differentiator in today's fast-moving market environment.
Recognising and overcoming common barriers to knowledge sharing
The exchange of knowledge encounters various obstacles in practice. Departmental boundaries mean that knowledge remains isolated.[2] A sales colleague could benefit from a solution from product management, but never finds out about it. A lack of digital tools makes it difficult to find and share knowledge[2]. If there is no centralised system, information ends up in emails and chats and gets lost.
Another obstacle is a lack of time.[2] When employees suffer from a constant lack of time, knowledge sharing takes a back seat. They prioritise quick results over sustainable sharing. As a decision-maker, you need to create space. Make it clear that knowledge sharing is part of the work, not an add-on.
A lack of trust can also form a barrier.[11] If there is competition and mistrust in an organisation, people withhold their knowledge. They are afraid of losing influence or fear that their knowledge will be used against them. This is where clear communication from managers is necessary. They must convey that knowledge sharing benefits everyone.
Technical and organisational solutions for better knowledge sharing
Both technical and organisational measures are necessary to overcome barriers. On the technical side: Invest in user-friendly platforms. A system that is too complex will not be used.[2] Social intranets should be intuitive to use. Search functions should provide reliable results[2].
On the organisational side: Create clear structures and responsibilities[2] Who is responsible for which area of knowledge? How are new findings documented? Who moderates the exchange? This clarity helps. Establish regular formats. Monthly exchange events or weekly brainstorming sessions become a habit and thus a lived practice.
My analysis
Sharing knowledge is no longer a luxury in modern organisations, but a necessity. The KIROI method, and the first step in particular, provides decision-makers with a structured procedure for initiating this important process. Analysing the existing situation, identifying barriers and creating positive framework conditions form the foundation.
Knowledge sharing helps companies to make better decisions faster, drive innovation and utilise their best talent.
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