Knowledge sharing is no longer a niche topic, but a key success factor for companies that want to increase their innovative strength and efficiency in times of rapid change. Managers who rethink knowledge sharing open up new ways for their team and their organisation to learn together, grow and survive in the long term. In this article, I show what the first step of a modern approach for managers looks like and what concrete impulses transruption coaching can provide.
KIROI Step 1: Establish knowledge sharing as a strategic goal
The first step is to elevate knowledge sharing from a passive side effect to the status of a strategic objective. Many teams already know that it is important to pass on knowledge. However, this is too rarely actively managed, promoted and practised on a day-to-day basis. Managers have a responsibility here to create an open culture in which everyone is willing to share their knowledge - and at the same time absorb new knowledge [1].
A practical example: a DAX-listed company has promoted the exchange of knowledge between experienced and new employees through regular brown bag lunches, where experiences are shared informally and in a relaxed atmosphere. At the same time, digital platforms were introduced on which project teams can document their knowledge and make it accessible to the entire organisation. This has resulted in a continuous transfer of knowledge that goes far beyond traditional induction programmes.
Two further examples show how creative organisations can be: A medium-sized industrial company launched an initiative in which experts from various departments recorded short video tutorials on their specialised topics as part of their day-to-day business. A technology company, on the other hand, focussed on „learning tandems“ in which experienced and new employees learn from each other in a targeted manner - directly in the work process. These methods show that knowledge sharing can be successful not only between departments, but also across generations [6].
Knowledge sharing as an active management task
Managers who actively support knowledge sharing act as role models and multipliers. They ensure clarity in communication, promote transparency and create incentives for knowledge to be shared [4]. It is important that they not only rely on technology, but also on trust, appreciation and genuine networks within the company. This means creating targeted spaces for dialogue - be it in workshops, virtual coffee talks or through regular feedback.
One successful approach is to integrate knowledge transfer into daily routines. For example, through „lessons learnt“ sessions after projects, in which teams talk openly about mistakes and successes. Or through targeted mentoring programmes in which managers pass on their expertise in a targeted manner. Clients often report that such formats not only secure knowledge, but also strengthen cooperation and motivation.
KIROI Step 1: From the idea to actual practice
The transfer of knowledge means more than just sharing information. It is about making implicit knowledge - i.e. experience, intuition and skills - usable for others and transforming it into explicit, documented knowledge [3]. In transruption coaching, I help teams and managers to take this step systematically. We use simple but effective methods.
One example: A company from the service sector launched a pilot project in which each department regularly created „knowledge packs“ - a collection of experiences, checklists and best practices that could be relevant for other teams. These packs were stored centrally and supplemented with short explanatory videos. This created a lively knowledge network that all employees could actively utilise.
A second example comes from the healthcare sector: Here, a digital knowledge book was introduced in which everyone involved could enter their findings from their day-to-day work. Particularly positive: even supposedly trivial tips were documented, which noticeably improved the quality of the work.
And finally, an example from the manufacturing industry: one team introduced weekly „quick checks“ in which one member presented a current topic - from new software tools to legal changes. This kept the team up to date and the exchange of information became a matter of course.
Impulses for a successful exchange of knowledge
Successful knowledge sharing requires a clear objective so that everyone involved knows why they should share their knowledge. Managers should therefore regularly communicate how the exchange contributes to achieving the company's goals. At the same time, it is important to break down barriers - for example, by incentivising knowledge sharing and building trust.
Technology is an important factor, but not the only one. Corporate culture, personal relationships and the appreciation of expertise also play a key role [5]. Transruption coaching can help to specifically address these aspects and develop suitable measures.
Clients often report that even small changes have a big impact. For example, when managers actively listen, ask questions and share their knowledge themselves. Or when teams try out digital tools together that facilitate dialogue - from collaborative platforms to interactive learning groups [2].
Specifically, managers can promote the exchange of knowledge by creating time for dialogue, making successes visible and practising a feedback culture. The involvement of external expertise, for example through coaching or workshops, can also provide new impetus and broaden one's own perspective.
My analysis
Sharing knowledge is not a matter of course, but a process that needs to be actively organised. Managers who take this step create the basis for innovation, resilience and sustainable success. The examples show that even small, consistently implemented measures can make a big difference. It is important not to see dialogue as an additional task, but as an integral part of daily work.
Transruption coaching helps teams and managers to rethink the exchange of knowledge - from strategy to actual practice. This creates organisations in which knowledge not only exists, but is also actively used and further developed.
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Further links from the text above:
The role of managers in knowledge management - Breev [1]
Knowledge sharing: The ultimate guide - Easygenerator [2]
Knowledge sharing in knowledge management: tools & methods - Tixxt [3]
How managers actively promote the exchange of knowledge - Kroes Consulting [4]
Definition of knowledge sharing - Gluu [5]
Knowledge transfer | Definition, methods & examples - Persomatch [6]
Deutsch 
English (UK)