Knowledge sharing is a key success factor for many companies, but many decision-makers find that traditional methods often reach their limits. Especially in a digital, agile working world, new approaches are needed to share, retain and utilise knowledge effectively. This is precisely where the KIROI approach comes in: It supports managers in developing a sustainable culture of exchange and specifically recognising and resolving barriers to knowledge sharing[4].
Why a new look at knowledge sharing is necessary
Many decision-makers report that knowledge in their companies remains tied to individuals. There is often a lack of structures to systematically pass on experience, ideas and expertise. This leads to important knowledge being lost during holidays, job changes or projects[2]. In addition, silos between departments and a lack of trust inhibit the free exchange of knowledge - this applies to both explicit knowledge and experiential knowledge that cannot be easily documented[5].
Many companies recognise the need to actively promote knowledge transfer. Some are investing in digital platforms, but technology alone is not enough. Corporate culture, targeted incentives and the active involvement of management are crucial[4]. This shows that Knowledge sharing needs more than new tools - it needs a conscious organisation of cooperation.
Practical examples: how knowledge sharing often fails
An insurance company realised that important process documents were only stored on the hard drives of individual employees. They were not transferred during a changeover and valuable information was lost.
In a manufacturing company, the experience of long-standing employees has rarely been recorded digitally. This meant that new colleagues could hardly orientate themselves on best practices.
A consulting company recorded project results in various tools that were not linked to each other. This made it considerably more difficult to access existing knowledge.
KIROI Step 1: Raising awareness as a starting point for successful knowledge exchange
The KIROI approach starts with the first step: The focus is on raising awareness among decision-makers. Clients often report that sharing knowledge is not a matter of course. That's why I help companies to develop a new culture of sharing step by step. The goal is to create a culture of openness and mutual trust in which knowledge sharing becomes a matter of course[4].
As part of transruption coaching, we analyse the current situation together, identify the biggest barriers and develop suitable measures. In this way, structural hurdles such as outdated systems, a lack of time resources or the feeling that knowledge is power can be tackled in a targeted manner[4].
Impulses for shaping a new culture of exchange
Recruit managers who act as role models for knowledge sharing. They actively demonstrate the importance of transparency and mutual support.
Establish feedback loops to systematically reflect on and pass on experiences within the team. This promotes learning from mistakes and strengthens collaboration.
Make the benefits visible for everyone involved: Knowledge sharing not only benefits the organisation, but also each individual, because sharing knowledge creates recognition, development opportunities and new contacts[4].
BEST PRACTICE at a customer (name concealed due to NDA contract): As part of a KIROI project, an internal knowledge platform was set up in a medium-sized industrial company. At the same time, regular exchange formats such as short presentations took place. This enabled employees to make their expertise visible and utilise it across departments. This led to noticeable improvements in the project process and a stronger team dynamic because knowledge no longer remained behind closed doors, but was actively shared and utilised.
Methods and tools for successful knowledge exchange
Effective knowledge transfer is based on a mix of technical and cultural measures. Digital platforms such as social intranets, wikis or collaborative tools are helpful for the storage and exchange of explicit knowledge. However, analogue formats such as peer-to-peer coaching, mentoring programmes and regular workshops also promote the flow of implicit knowledge[6].
Agile methods - such as retrospectives or short presentations - help to share experiences and findings on an ongoing basis. This creates new learning spaces across team boundaries and accelerates innovation[2].
In addition to traditional documentation, the use of creative formats is worthwhile. One publishing house introduced knowledge tests in quiz format to motivate colleagues to pass on their knowledge in a fun way[4]. An IT service provider uses regular video updates to share project progress and experiences within the team - this creates transparency and closeness, even in distributed work[4].
Specific tips for decision-makers
Conduct structured interviews with key personnel in order to raise tacit knowledge and anchor it in the company[2].
Create incentives, for example through bonus systems for knowledge contributions or the recognition of partial culture in the assessment[4].
Set up targeted exchange formats that also enable informal knowledge transfer, such as regulars' tables, brown bag lunches or digital coffee breaks.
My analysis
The exchange of knowledge is and remains a key lever for innovation, competitiveness and sustainable corporate success. Especially in dynamic markets, organisations that systematically promote knowledge transfer and live it as a genuine culture benefit. The KIROI approach shows that change begins with conscious stocktaking and small, targeted steps. Here, transruption coaching is a valuable companion for successfully shaping the path to a sustainable culture of exchange.
Those who rethink knowledge sharing and place it at the centre of their actions create real added value - for the company, but also for each individual. It is worth taking the first step together: This is the only way to ensure that knowledge does not remain hidden, but becomes the engine of growth and cohesion[1][4][6].
Further links from the text above:
The office expert: Knowledge exchange [1]
Mastering knowledge sharing: KIROI Step 1 for decision-makers [2]
Definition Knowledge Exchange | Glossary Business Processes [3]
Rethinking knowledge sharing: KIROI Step 1 [4]
Knowledge exchange in knowledge management [5]
Rethinking knowledge sharing: approaches for decision-makers [6]
Knowledge sharing: The ultimate guide [7]
Mastering knowledge sharing: How to get started with KIROI [8]
Opportunities to utilise the exchange of knowledge [13]
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