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In today's business world, competitive advantages are no longer created by machines or capital alone. The decisive factor is people and their knowledge. The exchange of knowledge forms the foundation of modern organisations and contributes significantly to success. However, many companies only realise at a late stage how valuable a systematic exchange of knowledge actually is.
transruptions-Coaching supports companies in the organisation of knowledge sharing projects. We support you in optimising the use of your existing knowledge and sharing it between teams. The goal is clear: your organisation becomes more innovative, more productive and more future-proof.
Why knowledge sharing is essential for organisations
Sharing knowledge is not optional. It is necessary in order to remain successful in the long term. If employees do not pass on their knowledge, the organisation loses this knowledge as soon as they leave the company. This is particularly critical in the case of key specialists or managers. Their experience is often priceless and not as easy to document as data or processes.
Many organisations report problems when searching for information. Employees do not know who has what knowledge. The same knowledge is researched and developed several times. This costs time and money. Structured knowledge sharing prevents this waste and promotes synergies between departments and teams.
Explicit and tacit knowledge in knowledge exchange
There are two forms of knowledge exchange. Explicit knowledge is documented and easy to share. Here we are talking about company guidelines, manuals, databases and reports. This information can be quickly captured and passed on.
Implicit knowledge is more difficult to grasp. It consists of personal experience, insights, skills and expertise. An experienced employee often does not even realise what knowledge they possess because they apply it unconsciously. This is precisely where knowledge sharing comes in. It makes the hidden visible and usable for others.
A project manager who has been managing complex projects for ten years has implicit knowledge. They know the pitfalls and solutions from experience. This knowledge is invaluable to the company. The exchange of knowledge helps to pass this knowledge on to younger specialists.
The importance of knowledge sharing in modern working environments
The world of work has changed. Working from home, remote working and flexible models are now standard. This makes a conscious and systematic exchange of knowledge even more important. Informal conversations in the coffee kitchen are a thing of the past. Knowledge must be actively organised and shared.
Companies are investing in digital platforms and collaboration tools. These tools support the exchange of knowledge, but do not automatically solve all challenges. Technology alone is not enough. A culture that promotes and rewards knowledge sharing is also needed. People need to know that their knowledge is valuable and appreciated.
Practical methods for effective knowledge exchange
The exchange of knowledge works via various channels. Here are tried and tested methods that work in practice:
Workshops and training courses are classic formats. An expert shares their knowledge with a group. This is particularly suitable for explicit knowledge. A compliance expert can quickly introduce colleagues to new regulations. Everyone learns the same thing and can apply it immediately.
Mentoring and coaching work differently. Here, there is an intensive one-to-one exchange. An experienced employee accompanies a less experienced one. This is ideal for tacit knowledge. The mentor not only shows the what, but also the how and why.
Interviews and documentation are important. Before a long-serving employee leaves the company, their knowledge should be recorded. Structured questions help to externalise implicit knowledge. This documented knowledge is then made available on the intranet or in databases.
Digital platforms support the continuous exchange of knowledge. An intranet or collaboration platform enables employees to share experiences and solutions. A developer posts the solution to a technical problem. Another developer in a different department finds this solution and saves time.
Regular meetings to exchange knowledge create continuity. Team meetings in which current projects are discussed provide an opportunity to share knowledge. Zoom meetings also make this possible in a distributed team. The only important thing is that these meetings take place regularly and have a clear focus.
Communities of practice are informal networks. Employees with common interests or tasks meet regularly. They exchange experiences and solve problems together. These groups often emerge of their own accord, but can also be specifically encouraged. A company with a large HR department could create a community for HR specialists to exchange best practices.
Recognising and overcoming obstacles to knowledge sharing
Knowledge sharing does not work equally well everywhere. There are hurdles that many organisations are familiar with. The first obstacle is a lack of trust. Employees fear that their knowledge will make them dispensable. They are therefore reluctant to share. This is a human reaction, but a major problem for the organisation.
The second obstacle is compartmentalised departments. Marketing and sales compete instead of working together. Knowledge is not shared because each department wants to preserve its advantages. This blocks the entire exchange of knowledge between departments.
Outdated systems are a third problem. Old IT infrastructures do not support modern knowledge sharing. Employees cannot simply search for or share information. They work with emails and local files. This is inefficient and prevents knowledge sharing on a broad scale.
Lack of time is a fourth obstacle. Employees are overworked and see no room for knowledge sharing. They think it is extra work. However, if the organisation makes it clear that knowledge sharing is part of daily work, this changes. Regular short meetings are better than infrequent long workshops.
A lack of appreciation blocks knowledge sharing. If management does not signal that knowledge sharing is important, it will not happen. There needs to be conscious communication and a role model function from the top. Managers must actively share knowledge themselves.
BEST PRACTICE with one customer (name hidden due to NDA contract)A medium-sized company with 200 employees was confronted with a massive loss of knowledge. Several senior experts had retired in quick succession. The tacit knowledge of these people was lost. The company reacted quickly. It conducted structured interviews with the retirees and documented their knowledge. At the same time, a mentoring programme was established for young employees. Sharing knowledge became a priority. After six months, the company was able to show that important projects were progressing faster. The new specialists needed less external support because they had access to documented knowledge and experienced mentors.
Utilising knowledge exchange as a success factor in practice
How does an organisation integrate knowledge sharing into its everyday life? It needs a plan and a clear understanding of why this is important. Here are concrete steps:
Step 1: Establish a culture of knowledge sharing
The corporate culture must promote the exchange of knowledge. Management must communicate clearly: We value people who share their knowledge. This can be set out in target agreements. An employee is not only evaluated on their individual performance, but also on how much they share with others. Bonus systems can reinforce this incentive.
Step 2: Create infrastructure for knowledge exchange
The right technology is necessary. A modern intranet, a collaboration tool or a knowledge database should be available. These tools must be easy to use. Employees do not need training to share knowledge. The system must be intuitive.
Step 3: Establish regular formats
Knowledge exchange needs structure. Weekly team meetings, monthly expert meetings or quarterly large knowledge events create continuity. This signals that knowledge sharing is not optional, but part of everyday life. For example, a retail company could hold weekly calls with all store managers. They report challenges and proven solutions. Another manager may have already solved a similar challenge. In this way, good knowledge spreads quickly.
Step 4: Expand mentoring programmes
Formal mentoring programmes support the exchange of knowledge between experienced and new employees. A mentor looks after a mentee. They meet regularly. The mentor not only gives tips, but also shares their experiences and mistakes. This is invaluable for young professionals.
Step 5: Document knowledge and make it accessible
What is shared must be documented. An employee should be able to record their experiences in writing. This can be in the form of short articles on the intranet, video tutorials or case studies. This documented knowledge can then be found using search functions. A customer service employee can quickly find the answer to a difficult customer question because a senior colleague has written a corresponding document.
BEST PRACTICE with one customer (name hidden due to NDA contract)A large financial organisation implemented a wiki for knowledge sharing. Each team was allowed to document their processes, tips and best practices. Initially, participation was low. The management recognised the problem and started a project: all departments were given the task of documenting their most important knowledge. The wiki was discussed weekly at management meetings. After three months, the culture had changed. Employees were actively using the wiki. They posted questions and often quickly found answers from colleagues. Knowledge sharing became the norm. Incidents decreased because employees were able to access tried-and-tested solutions more quickly.
Promoting knowledge exchange: Concrete approaches for different organisations
Every organisation is different. Knowledge sharing strategies need to be adapted. Here are industry-specific examples:
Knowledge exchange in the industry
In industry, knowledge sharing between shifts and locations is often difficult. A machine operator on the day shift does not know what his colleague on the night shift has discovered. Structured shift handovers help. Operators not only report problems, but also solutions. A logistics company could introduce digital shift diaries. Each shift supervisor documents important events and solutions. The next shift reads this and can react more quickly.
Knowledge exchange in the service sector
In service companies, knowledge sharing is often linked to individual employees. A consultant or adviser works with many customers. Their knowledge is valuable, but leaves the organisation if they resign. This is where a project debriefing process helps. A meeting is held after every project. The team reflects,
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