In many organisations, the exchange of knowledge - i.e. the systematic sharing, passing on and joint use of information, skills and experience - has been the focus for years[1][2][3]. Decision-makers are realising that innovation, productivity and competitiveness depend to a large extent on how well knowledge flows within the company. However, the first step towards real cultural change is often difficult. Many managers come to us with specific challenges, such as when employees consciously or unconsciously withhold knowledge, when processes are not transparent or when the transfer of knowledge between teams and locations does not work. This is precisely where KIROI Step 1 comes in as a central intervention measure and provides valuable impetus on how knowledge sharing can be sustainably anchored in the organisation.
Why does knowledge sharing fail so often?
There are many reasons why knowledge sharing can stall. Sometimes the right technology is lacking, but cultural barriers, a lack of incentives or a lack of trust are much more common[1]. Time and again, clients report that individual employees regard their expertise as personal capital and do not want to pass it on. Others describe how the flow of information between departments falters because there are no clear processes or platforms. Another problem is the ephemeral nature of knowledge - what is current today may be outdated tomorrow[8].
Examples from practice
In a global pharmaceutical company, important research results from one department were not available to other teams because internal communication was limited to informal channels. Knowledge could only be shared systematically through regular, moderated exchange formats. In a medium-sized manufacturing company, the introduction of a digital knowledge pool led to a significant increase in efficiency because employees were able to quickly access tried-and-tested solutions. Another example: a consulting firm created an internal mentoring programme that helped to pass on tacit knowledge - such as experience and soft skills - between generations in a targeted manner.
KIROI Step 1: Analysis and diagnosis
The first step in the KIROI process is a thorough analysis of the current situation. Transruption coaching helps companies to recognise obstacles, blockages and potential in the exchange of knowledge. The aim is to get a clear picture of how information and competences are currently distributed, which channels are used and where possible losses or repetition errors occur.
BEST PRACTICE with one customer (name hidden due to NDA contract)In a large service company, the coaching team conducted an anonymous employee survey to understand the current culture of sharing. The results showed that there were considerable knowledge deficits, particularly between the locations. Moderated cross-team workshops and an open error culture laid the foundation for a structured exchange of knowledge. As a result, the familiarisation time for new employees was significantly reduced and projects were completed more quickly. Another success was the establishment of a company-wide social intranet for networking all teams - a step that was perceived by the workforce as great added value. Ultimately, a climate was created in which learning and knowledge transfer were seen as a real competitive advantage.
Further practical cases
In the automotive industry, an OEM relied on digitally supported learning platforms to quickly transfer technical expertise to new production sites. An insurance group optimised its onboarding processes with standardised knowledge transfer tools so that new colleagues were able to connect more quickly. And in the public sector, regular knowledge cafés were introduced to promote informal dialogue between authorities.
Action plan: What can decision-makers do immediately?
In order to establish a sustainable exchange of knowledge, decision-makers should first take stock. Ask your teams: How does knowledge transfer work today? Who passes on knowledge, who holds it back? Which tools and processes do you use and how satisfied are you with them? This analysis is the basis for targeted measures.
Rely on a combination of personal dialogue and digital platforms. Because only those who promote both will achieve real cultural change. Create incentives for sharing knowledge - for example through recognition, career opportunities or transparent performance measurement. Allow mistakes and make them a topic of discussion, as this is the only way to create trust and openness.
Specific tips for implementation
Install knowledge managers as multipliers in the teams. Create regular formats such as Lunch & Learn, communities of practice or innovation workshops. Implement easily accessible tools such as wikis, social intranets or chat platforms that enable dialogue across hierarchies. And above all: as a manager, show that knowledge sharing is important to you by actively participating yourself and setting an example.
BEST PRACTICE with one customer (name hidden due to NDA contract)In an international logistics company, knowledge sharing has become a central KPI in the employee appraisal process. Teams that share a particularly large amount of knowledge receive additional development budgets. As a result, participation in internal training and process documentation has increased significantly. At the same time, regular feedback rounds and an open feedback culture further promote dialogue. This creates a continuous learning and improvement process that strengthens the company in the long term.
My analysis
Sharing knowledge is not an end in itself, but a key success factor for modern organisations[1][2][3]. Sharing knowledge creates transparency, promotes innovation and improves collaboration. However, the path to a culture of sharing is often complex and requires targeted external impetus. KIROI Step 1 supports companies in realistically assessing the status quo and developing customised strategies. Practice shows: Those who approach knowledge sharing systematically not only benefit in the short term, but also lay the foundation for sustainable corporate success.
Further links from the text above:
[1] Definition Knowledge Exchange | Glossary Business Processes
[2] Knowledge exchange in knowledge management: tools & methods
[3] Knowledge sharing: The ultimate guide
[4] What is knowledge sharing and why is it important?
[5] Knowledge transfer | Definition, methods & examples
[6] Wikipedia: Knowledge transfer
[7] Sage Lexicon: Knowledge transfer
[8] Knowledge transfer - methods, examples, definition
[9] 3 ways to utilise the exchange of knowledge
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