More and more decision-makers are asking me how they can rethink knowledge sharing in their teams. Traditional methods are reaching their limits because knowledge is no longer just contained in documents or databases, but above all in the minds of employees. It is no longer just about information, but about the targeted exchange of experience, skills and practical expertise. Those who actively organise the exchange of knowledge create space for innovation, accelerate problem solving and sustainably improve decision-making processes[1]. As a transruption coach, this is where I provide targeted impetus and support companies with KIROI Step 1 - a modular approach that combines practice, reflection and digitalisation.
Rethinking knowledge exchange - why now?
Many companies are facing a double challenge: knowledge is becoming more complex and information is becoming outdated faster than ever before[8]. At the same time, the pressure to react flexibly and agilely to changes is growing. A traditional intranet is no longer sufficient today because implicit knowledge - such as empirical values or problem-solving strategies - remains difficult to map digitally[3]. For example, a medium-sized manufacturing company relies on regular exchange formats between shift managers because this is where valuable knowledge about processes and faults is passed on. Another example: an agency has introduced weekly „learning lunches“ at which employees share their knowledge of new tools. Large corporations are also increasingly recognising the need to strengthen knowledge sharing not only technically, but also culturally.
KIROI Step 1: Impulses for a new culture of exchange
KIROI stands for the step-by-step development of competences that enable the sustainable exchange of knowledge. Step 1 focusses on raising awareness among decision-makers. Clients often report that sharing knowledge is not a matter of course. This is where I provide targeted support in developing a culture of openness and mutual trust. This can mean winning over managers as role models for knowledge sharing or establishing targeted feedback loops. One example: an insurance company has used mentoring programmes to connect the knowledge of older employees with new colleagues. Another example: an IT service provider uses short, regular video updates to share project experiences within the team. It is important to make the benefits visible to everyone involved - because sharing knowledge not only benefits the organisation, but also each individual.
Recognising and breaking down barriers to knowledge exchange
Structural or cultural barriers often hinder the exchange[2]. These include outdated systems, a lack of time resources or the feeling that knowledge is power. Clients often report that employees do not share their knowledge for fear of losing value. Transparent communication can help here, as can clear incentives for sharing expertise. For example, one industrial company has introduced a bonus system for knowledge contributions, while a publishing house relies on playful quiz formats to collect and disseminate knowledge. Digital platforms such as social intranets or collaborative tools also support the exchange of knowledge as long as they meet the needs of the users[3].
Practical examples from the industry
Many companies are looking for ways to keep the exchange of knowledge alive. An international pharmaceutical company has launched a global „Communities of Practice“ programme in which experts from different locations develop their knowledge together. An engineering firm uses regular retrospectives to learn from projects and pass on knowledge directly to the next teams. A service company has set up digital „expert hubs“ where employees can find specific answers to specialised questions.
BEST PRACTICE with one customer (name hidden due to NDA contract) Following intensive support as part of transruptions coaching and KIROI Step 1, a manufacturing company has launched an internal „Fail Fast“ initiative. In short monthly sessions, managers and teams openly share their failed projects, analyse sources of error and discuss possible solutions together. The feedback shows: Trust is growing, the fear of making mistakes is decreasing and new ideas are emerging more quickly. At the same time, a digital wiki has been set up in which all learning experiences are documented and made accessible to others. Employees report that there is a noticeable increase in day-to-day dialogue and innovation is encouraged. This step was only possible because the topic of knowledge sharing was clearly prioritised and actively exemplified by the management.
Knowledge exchange as a strategic success factor
Those who specifically promote the exchange of knowledge not only strengthen the innovative power, but also the resilience of the organisation[5]. This is because jointly developed solutions are often more robust and existing expertise is utilised more efficiently. Companies that take knowledge sharing seriously often report shorter project durations, higher employee satisfaction and a more positive error culture. Thinking outside the box - for example through partnerships with start-ups, universities or industry networks - can also enrich the exchange of knowledge and provide new impetus. It is important to regularly reflect on and adapt the process, as every organisation has its own culture and its own challenges.
My analysis
Knowledge sharing is not a self-runner, but a continuous process that requires targeted impetus, suitable structures and a culture of openness[1]. Decision-makers who take the first step with KIROI create a basis for sustainable growth and innovation. Those who rethink knowledge sharing benefit from a knowledge-based organisation that masters challenges together and actively shapes change. As a transruption coach, I am happy to accompany you on this journey - with practical methods, spaces for reflection and an eye for your individual environment.
Further links from the text above:
Definition of knowledge exchange - The office expert[1]
Knowledge exchange in knowledge management: tools & methods - tixxt[3]
Definition of knowledge exchange - Glossary Business processes[2]
3 ways to utilise knowledge sharing - Atlassian[9]
Knowledge sharing: The ultimate guide - Easygenerator[4]
Knowledge transfer - methods, examples, definition - Agentur Junges Herz[8]
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