Today, knowledge sharing is an indispensable basis for successful decisions and sustainable development in organisations. Managers in particular have a responsibility to systematically promote the transfer of knowledge in order to effectively accompany projects and support innovation. In the following, decision-makers will learn how to take the first step towards an effective exchange of knowledge - an essential foundation for a sustainable organisation.
Why knowledge sharing is so important for decision-makers
Sharing knowledge and experience connects employees and organisational levels and increases flexibility in dynamic markets. Decision-makers often face challenges such as outdated information systems, a lack of trust and departmental boundaries that make it difficult to share knowledge. However, they can provide impetus and break down barriers by creating a culture of openness and collaboration. This creates a climate in which specialised knowledge is not lost but continuously developed.
For example, internal communication at a medium-sized technology company was restructured using established knowledge platforms. The result was a noticeable acceleration of innovation processes and improved cross-departmental collaboration. Managers in the pharmaceutical industry also report that the targeted exchange of expertise across project teams facilitates the market launch of new products. In the automotive sector, close networking between research and development and sales enables a faster response to customer requirements.
Mastering knowledge sharing: KIROI Step 1 for decision-makers
The first step at KIROI supports decision-makers in taking a structured approach to knowledge sharing. It is not just about technology, but above all about people and processes. It is crucial to focus on four central factors:
- Creating a culture and openness for transparency
- Promote trust and motivation among employees
- Targeted use of technological platforms
- Define clear processes for knowledge exchange
In an international consulting firm, for example, an open feedback culture was established that made explicit and implicit knowledge directly usable. At the same time, digital collaboration tools were introduced to enable rapid dialogue even when working remotely. In one production company, the introduction of a mentoring programme helped to systematically pass on experience-based knowledge. In this way, KIROI Step 1 supported the decision-makers in building a sustainable knowledge base.
BEST PRACTICE at a customer (name withheld due to NDA agreement): An energy supplier significantly increased cross-divisional collaboration through close support in the initial phase of knowledge sharing. Workshops and regular knowledge breakouts were introduced in which open issues were solved together. This led to faster adaptation to new market requirements and noticeably improved employee satisfaction.
Practical tips for getting started
In order to promote the exchange of knowledge, decision-makers should first establish small, manageable formats. Examples include regular short meetings to share experiences, internal newsletters with examples of best practice or digital forums that encourage employees to actively participate. Another measure can be the targeted qualification of key individuals as knowledge ambassadors who act as multipliers.
In service companies, the establishment of communities of practice is often recommended. This is where employees with similar tasks or interests meet to learn from each other. In the IT sector, too, it has been shown that informal networks enable a rapid exchange of knowledge that complements official reporting. This creates lively learning cultures that provide flexible support for projects and empower decision-makers with well-founded information.
Recognising obstacles and dealing with them constructively
A well-known obstacle to knowledge sharing is the withholding of knowledge for fear of losing one's own value. Decision-makers can counter this phenomenon by creating incentives and establishing a culture of sharing that values individual contributions. In addition, technical and organisational barriers must be removed and a simple, accessible infrastructure provided.
In the food industry, it was found that by simplifying access rights to knowledge databases, many employees were more willing to contribute their knowledge. A fixed time for knowledge exchange sessions also helped employees to recognise them as an integral part of their everyday work. In the construction industry, targeted moderation helped to overcome inhibitions between the trades, which significantly increased the success of the project.
My analysis
Knowledge sharing is a key task for decision-makers that should be organised together with employees. The first step at KIROI creates a solid foundation by bringing people, culture, processes and technologies together. Successful knowledge sharing gives organisations more agility and innovative strength. It supports managers in making qualified decisions and supporting projects in a targeted manner. In this way, it opens up sustainable opportunities for growth and competitiveness.
Further links from the text above:
Knowledge exchange - The office expert
Definition Knowledge Exchange | Glossary Business Processes
Knowledge exchange in knowledge management: tools & methods
Knowledge sharing: The ultimate guide
What is knowledge sharing and why is it important?
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