In many companies, **knowledge transfer** is an indispensable basis for sustainable success. However, especially in times of digital transformation and rapidly changing framework conditions, the question arises as to how this process can be made sustainable. The KIROI model offers a promising first step here to provide decision-makers with targeted support in rethinking and effectively supporting the sharing of knowledge.
Rethinking knowledge transfer - understanding the basics
Sharing knowledge means more than just passing on facts. It is about the systematic exchange of knowledge, experience and expertise that keeps a company alive and innovative. For decision-makers in particular, it is crucial to provide the right impetus to ensure that this process works sustainably. In KIROI Step 1, this task is tackled in a targeted manner by identifying existing knowledge and methodically preparing it for transfer.
In practice, this means considering different forms of knowledge transfer: from a documented knowledge base to personal dialogue between employees. For example, large consulting firms are increasingly relying on mentoring programmes to pass on expert knowledge in a personal form. IT companies are also establishing knowledge databases that serve as digital memories so that knowledge can be accessed by everyone at any time.
This is where the challenge becomes apparent: decision-makers must find a balance between codified knowledge and personalised learning processes. The KIROI Step 1 method supports precisely this alignment by identifying relevant knowledge carriers, systematically recording their expertise and developing suitable transfer formats.
KIROI Step 1: Knowledge transfer as a strategic field of action
The structured analysis of the existing knowledge base is the starting point. KIROI enables decision-makers to answer the following questions in a targeted manner:
- What knowledge is particularly valuable for the future?
- Who are the key people who have this knowledge?
- How can this knowledge best be passed on - digitally, in person or hybrid?
This analysis sets the framework for customised solutions. In the automotive industry, for example, managers often report how important the combination of face-to-face workshops and digital knowledge platforms is. This mix supports the exchange of expertise in innovation processes.
A medium-sized mechanical engineering company relied on an accompanying mentoring programme that connects new talent with experienced engineers. The continuous dialogue not only promotes the transfer of specialist technical knowledge, but also strengthens trust within the team.
BEST PRACTICE with one customer (name hidden due to NDA contract) With KIROI Step 1, key knowledge carriers in the area of production optimisation were identified and a customised storytelling format was developed. This allows complex knowledge to be communicated in a clear way, helping employees to implement practical solutions more quickly.
Using a variety of methods in a targeted manner
The benefits of knowledge transfer increase when methods are used that are appropriate to the corporate context. KIROI relies on proven and innovative approaches:
- **Mentoring and coaching:** Direct, personal knowledge transfer supports individual development.
- **Documentation and digital knowledge bases:** Structured storage prevents loss of knowledge, for example when employees change.
- **Storytelling:** Complex content comes to life through stories and is better remembered.
- **Workshops and barcamps:** Joint knowledge development promotes exchange, creativity and collaboration.
Practical example from the IT sector: A company developed an internal platform that enables employees to share short video tutorials. This makes knowledge quickly and practically usable for everyone.
In the area of consulting, some companies regularly use barcamps at which experts discuss challenges in small groups and develop new solutions. This open form of learning brings a lively exchange to the transfer of knowledge.
A mixture of different methods is also in demand in the healthcare sector. Care facilities are integrating learning platforms where carers can access standard protocols at any time and supplement this with regular workshops to share experiences.
The role of leadership in knowledge transfer
A key finding of KIROI Step 1 is how strongly the attitude of managers characterises the success of knowledge sharing. Decision-makers should recognise knowledge as a valuable asset and promote a culture that supports and rewards knowledge sharing.
In practice, we see that managers who actively share knowledge themselves and encourage dialogue within the team often achieve more sustainable learning success. One example is a logistics company whose management initiates regular „Lunch & Learn“ sessions in which employees share projects and experiences.
In a financial services provider, it was shown that dealing openly with mistakes and asking colleagues how they master challenges promotes the transfer of knowledge. This creates an atmosphere in which new knowledge is quickly applied.
Practical recommendations for decision-makers
Within the framework of KIROI Step 1, the following concrete impulses are offered:
- Start with a knowledge map: Identify who has what knowledge.
- Use digital tools in a targeted manner, but don't forget personal dialogue.
- Promote formats that make knowledge an active experience, e.g. storytelling or interactive workshops.
- Involve managers as role models in order to establish an open knowledge culture.
- Evaluate regularly whether your knowledge transfer fulfils the needs of your employees and adapt your methods accordingly.
In the production industry, it is often reported that such measures help to effectively compensate for the loss of experience due to age-related fluctuation. In this way, valuable processes and problem solutions are retained in the long term.
Sharing knowledge is also crucial in the marketing sector. Creative teams benefit from open exchange formats, as best practices are quickly communicated and innovative campaigns are created.
My analysis
Knowledge sharing** is a complex but indispensable process for organisations that want to remain competitive. KIROI Step 1 is a well thought-out introduction that enables decision-makers to structure knowledge sharing in a targeted manner and align it individually to the organisation. By combining personal and digital formats, knowledge is shared more effectively and secured in the long term.
Decision-makers should seize the opportunity to support their teams in this process and promote a culture of learning and openness. In this way, knowledge sharing becomes a living instrument that makes companies future-proof.
Further links from the text above:
Knowledge transfer - definition, methods, examples
Knowledge transfer: How to secure expertise in your company
Knowledge transfer methods: Strategies for securing knowledge
Knowledge management in the company: Methods + Tips
Knowledge transfer | Definition, methods & examples
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