Today, knowledge sharing is a decisive factor for the development and success of organisations. Many decision-makers recognise that knowledge is not only contained in documents or databases, but above all in the minds of employees. A targeted exchange of knowledge promotes innovation, accelerates problem-solving and improves decision-making. But how can this process be organised systematically and sustainably? The answer lies in a new way of thinking that combines both personalised and digital methods.
Knowledge exchange as a strategic task
For many companies, knowledge sharing has long been more than just an informal exchange between colleagues. It is seen as a strategic task that needs to be actively managed. Managers rely on various approaches to share and secure knowledge in a targeted manner. It is particularly important to consider both explicit and tacit knowledge. Explicit knowledge is easy to document, while tacit knowledge often only becomes visible through discussions and joint projects.
A practical example: a knowledge portal has been set up in an international company to pool project experience and proven methods. Experienced project managers systematically pass on their knowledge. The portal supports team communication and enables a targeted search for the required expertise. The result: project quality increases and familiarisation times decrease.
Another example: A mentoring programme was launched at a major bank. Experienced employees accompany new colleagues during their first few months and provide them with valuable insights. Managers actively support the programme and create an environment in which knowledge sharing is recognised as a central task. This strengthens team cohesion and improves communication.
A third example: A medium-sized pharmaceutical company introduces regular cross-team workshops. The managers ensure that the topics are clearly defined and that the results are followed up in a well-structured manner. This promotes a sustainable exchange of knowledge and helps to recognise innovation potential at an early stage.
Rethinking knowledge sharing: the KIROI approach
Personalised knowledge transfer
The KIROI approach relies on a combination of personalised and codified methods. Personalised knowledge transfer takes place primarily in workshops and mentoring programmes. Here, knowledge is exchanged directly between individuals. The advantages are obvious: employees learn from each other, strengthen their relationships and develop new ideas together.
For example, a company uses mixed-age teams to promote the exchange of knowledge. Regular workshops and mentoring programmes help to expand employees' skills. Collaboration improves and productivity increases.
Another example: In a technology company, so-called knowledge chains are organised. Here, experienced employees pass on their knowledge in moderated discussion rounds. An external moderator ensures that even seemingly self-evident knowledge is made explicit.
A third example: A service company uses transfer stories to secure implicit knowledge from experience. Experts are questioned in narrative interviews and their findings are visualised in knowledge maps.
Digital platforms and tools
Digital platforms are playing an increasingly important role in the exchange of knowledge. Collaboration tools such as company wikis or specialised knowledge databases enable knowledge to be accessed at any time and continuously expanded. Such tools are indispensable, especially for distributed teams and rapid project changes.
For example, a software company uses an internal wiki to document project experiences and solution approaches. Employees can access it at any time and contribute new ideas.
Another example: A retail company uses a knowledge market model. Here, employees can present their skills and experience and search specifically for knowledge.
A third example: an educational organisation uses Working out Loud to build relationships and share knowledge in an extended network. Over 12 weeks, goals are pursued together and experiences are exchanged.
Knowledge exchange as a cultural issue
Sustainable knowledge sharing only works if it is practised as a cultural issue. This means that managers must make a clear commitment and actively involve all team members. Transparency, trust and incentives are crucial for employees to be willing to share their knowledge.
An example: An industrial company introduces regular knowledge meetings. Here, new knowledge is developed or existing knowledge is transferred in a targeted manner. The results are documented in knowledge protocols and made available to everyone.
Another example: A service company creates an environment in which knowledge sharing is recognised as a central task. Employees are encouraged to share their experiences and develop solutions together.
A third example: A technology company promotes collaboration through teamwork and joint projects. Employees learn from each other and strengthen their relationships.
My analysis
Knowledge sharing is a central component of knowledge management and crucial to the success of organisations. By combining personalised and digital methods, knowledge can be shared and secured in a targeted manner. Managers play an important role by making a clear commitment and actively involving all team members. Sustainable knowledge sharing promotes innovation, improves decision-making and strengthens team cohesion.
Further links from the text above:
Knowledge exchange - The office expert
Rethinking knowledge transfer: With KIROI step 1 to ...
Definition Knowledge Exchange | Glossary Business Processes
Mastering knowledge transfer: KIROI Step 1 for ...
Knowledge exchange in knowledge management: Tools & ...
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Deutsch 
English (UK)