Mastering knowledge sharing: KIROI Step 1 for decision-makers

In today's dynamic business environment, **knowledge sharing** is becoming increasingly important. Decision-makers are faced with the challenge of designing this process effectively and thus achieving sustainable benefits for the organisation. The first step in the KIROI method in particular supports managers and decision-makers in initiating knowledge sharing in a structured and targeted manner. In this article, you will learn how you as a decision-maker can lay the foundations for successful knowledge sharing and which practical examples and impulses will help you to do so.

The importance of knowledge sharing for organisations

Knowledge sharing describes the targeted exchange of information, skills and experience between individuals or teams. It includes both explicit knowledge, which can be documented and formally passed on, and tacit knowledge, which includes personal knowledge and skills and is often more difficult to transfer[1][2]. For companies, successful knowledge sharing means more than just better communication: it promotes innovation, increases productivity and supports adaptability to change.

For example, many project teams from the IT sector report that the exchange of solutions to complex software requirements significantly accelerates product development. In mechanical engineering, knowledge is also exchanged between development departments and production in order to implement practical improvements in production. In the service sector, the transfer of knowledge between customer service and marketing supports the creation of customised offers.

Mastering knowledge sharing: KIROI Step 1 for decision-makers

The KIROI approach to supporting knowledge exchange projects begins with a targeted analysis of the existing situation. Decision-makers should first record the current level of knowledge in the company and identify key sources of knowledge. It is helpful to look at both formal and informal communication channels and recognise possible barriers. In this way, individual and organisational obstacles, for example due to departmental boundaries or a lack of digital tools, can be addressed at an early stage.

Companies from the financial sector that carried out an inventory in this step were able to prevent critical expert knowledge from being lost when employees changed. One manufacturing company, on the other hand, realised that important experience gained by long-standing employees had hardly been recorded and shared digitally. Service companies use this phase for workshops to initiate personal dialogue between different teams and locations.

Practical tips for decision-makers in the first step

To ensure that the first step in the process of knowledge sharing is effective, decision-makers should heed the following suggestions:

• Conduct structured interviews with key people to visualise tacit knowledge.
• Use digital platforms, such as social intranets, for the centralised storage and exchange of explicit knowledge[1].
• Create incentives and positive framework conditions that promote an open culture of sharing and learning.

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 more visible and utilise it across departments. This led to a noticeable improvement in the project process and a stronger team dynamic.

Overcoming barriers - challenges in knowledge exchange

Many decision-makers report that cultural barriers, a lack of time or a lack of trust make it difficult to share knowledge. To overcome these challenges, it is important to establish clear communication structures and create visible benefits for everyone involved. In technology companies, for example, targeted mentoring programmes allow more tacit knowledge to be shared openly. In administration, the introduction of collaborative tools such as wikis leads to improved documentation.

BEST PRACTICE at a customer (name concealed due to NDA contract): A service company implemented KIROI techniques by establishing both awareness-raising workshops and digital exchange formats. This helped to overcome initial reservations and employees later regularly shared their knowledge outside of structured meetings.

Promoting the long-term exchange of knowledge - impulses for decision-makers

In addition to creating the technical prerequisites, culture plays a key role in sustainable success. Decision-makers can support the transition to an open knowledge culture through targeted support. Regular feedback rounds, transparent processes and the integration of knowledge sharing into everyday working life are important building blocks.

In research and development, for example, the combination of team meetings and knowledge databases establishes a constant basis for exchange. In retail companies, the networking of sales and product teams generates new ideas for customer-orientated measures. Professionals in the healthcare sector also benefit from the fast and secure sharing of expertise in order to improve patient care.

BEST PRACTICE at a customer (name withheld due to NDA contract): An international company used the KIROI method to create sustainable networks through structured knowledge exchange forums for managers. Since then, these forums have continuously supported the exchange of best practices and innovations within the company.

My analysis

The targeted and methodically accompanied entry into **knowledge sharing** is crucial in order to overcome knowledge barriers and utilise potential efficiently. Decision-makers who carefully plan and organise the first step create a valuable basis for collaborative learning and continuous progress. The right balance between technology, culture and conscious support characterises success. In this way, knowledge sharing can act as a catalyst for innovation and competitiveness in companies.

Further links from the text above:

Knowledge exchange in knowledge management: tools & methods - tixxt

Knowledge transfer - Wikipedia

Knowledge sharing: The ultimate guide - Easygenerator

3 ways to utilise knowledge sharing | The Workstream

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