Rethinking knowledge transfer: Why KIROI Step 1 makes such a difference for decision-makers
For a long time, knowledge transfer was a compulsory programme in project work, but new impulses and modern methods show that we need to fundamentally rethink the way we share knowledge: We need to fundamentally rethink the transfer of expertise. Decision-makers in particular are realising that traditional approaches are reaching their limits because they often fail to pick up employees, lack transparency or fail to secure knowledge in the long term. This is precisely where KIROI Step 1 comes in, helping companies to turn knowledge sharing into a living culture - practical, digital and, above all, future-proof.
Knowledge transfer: challenges in the current context
Many companies report a similar initial situation: knowledge is lost through redundancies, employee fire brigades or simply a lack of structures. Large projects fail because it is not clear who knows what. Traditional documentation is rarely maintained, workshops often end without sustainability. At the same time, there is growing pressure to implement innovations faster and distribute new knowledge in an agile manner.
A practical example: A technology company realises that crucial processes can no longer be reproduced after the departure of an experienced employee. Knowledge transfer is supposed to prevent this, but in everyday life it fails due to a lack of time or motivation.
From traditional to new ways of passing on knowledge
Until now, manuals, classroom training or mentoring have dominated as a means of knowledge transfer. These methods are tried and tested, but reach their limits when it comes to scalability, up-to-dateness or the integration of new tools [3]. Modern approaches such as storytelling, digital knowledge databases or interactive barcamps are setting new standards. They bring knowledge transfer to life, link experiences with emotions and thus increase memorisation [1].
Another example: a large mechanical engineering company organises special „Lessons Learned“ workshops in which teams work together to develop solutions to current challenges. The results are directly documented digitally and are immediately available to everyone.
A third example: A service provider uses a mentoring programme in which experienced employees specifically train new colleagues. This creates a personal exchange and both sides benefit from each other [2].
Why does knowledge transfer often fail in everyday life?
Lack of time is a common reason why knowledge transfer is not systematic. Many employees report that although they know a lot, they have no opportunity to pass on their knowledge in a structured way. In addition, digital tools are often too rigid or do not fit in with everyday working life. There is also often a lack of clear responsibility: who documents knowledge, who maintains it, who passes it on?
Impulses for successful knowledge transfer in the digital age
Strengthening the knowledge culture with KIROI Step 1
KIROI Step 1 supports companies in establishing a new knowledge culture. The focus here is on methods such as storytelling, digital learning platforms and agile formats because they disseminate knowledge quickly and sustainably. It is crucial that knowledge sharing does not remain a one-off event, but becomes a natural part of everyday working life.
BEST PRACTICE with a customer (name hidden due to NDA contract): A medium-sized plant engineering company launches a pilot project with KIROI Step 1 with the aim of securing knowledge along the production chain and making it accessible to everyone involved. To this end, short, interactive explanatory videos are developed with the team to show important work steps. The videos are produced directly on the machine and stored in a central database. In addition, regular feedback sessions are held in which employees share their experiences and make specific suggestions for improvement. The result: processes become more transparent, queries are reduced and new employees find their way around more quickly. Acceptance of digital tools increases significantly because they can be used in a practical way and without a great deal of effort.
Another practical example: a communications agency favours open knowledge formats such as barcamps. Here, the participants themselves decide which topics they want to work on. This creates a dynamic exchange that closes specific gaps and provides new impetus [7].
There is also a third example from the pharmaceutical industry: a company is introducing a digital onboarding portal that guides new employees step by step through the most important processes. Videos, interactive checklists and direct contacts make it easier to get started and ensure that knowledge is not lost.
Actively shaping knowledge transfer: How to get started
Many companies ask themselves how they can get started with a new knowledge culture. Experience shows that clear responsibilities, a streamlined toolset and regular reflection are required. Knowledge transfer should not be seen as an additional task, but as part of daily work. Short, regular feedback loops help to recognise weak points and make adjustments.
A pragmatic tip: Start with small pilot projects. Identify areas in which a particularly large amount of knowledge is lost or where frequent questions arise. Develop customised formats together with the teams - whether video tutorials, wiki entries or open exchange sessions. Measure success using specific key figures: How quickly do new employees find the information they need? How often are the tools actually used?
Anchoring knowledge transfer sustainably: the role of leadership and culture
Without the support of management, knowledge transfer remains lip service. Managers should be role models by sharing knowledge, asking questions openly and recognising mistakes as a learning opportunity. At the same time, an appreciative error culture is needed that encourages employees to pass on their knowledge - even if it is not yet perfect.
Many clients report that open communication and targeted recognition significantly increase motivation. Knowledge sharing thus becomes a lived practice that promotes innovation and strengthens collaboration.
My analysis
Knowledge transfer is at the interface of culture, technology and process. If you want to rethink it, you have to take a holistic approach. KIROI Step 1 provides practical impulses and shows how companies can establish a sustainable knowledge culture using modern methods and the necessary care. Successful knowledge transfer not only supports the company's success, but also strengthens employee loyalty and innovation - and all at a manageable cost.
Further links from the text above:
Knowledge transfer methods: Success strategies for companies[1]
Knowledge transfer: How to secure expertise in your company[2]
Knowledge transfer methods: Strategies for securing knowledge[3]
Knowledge transfer - methods, examples, definition[7]
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